CHANGE READINESS: AN ALTERNATIVE CONCEPTUALIZATION AND AN EXPLORATORY INVESTIGATION

The study's main contribution is proposing and testing an alternative conceptualization for change readiness (CR). In this conceptualization, change readiness is viewed as a multidimensional Behavior that reflects the firm's competencies to do three things in response to environmental opportunities and threats in its industry: trigger identification; gearing up to take action (preparation); and the action's degree of novelty. An empirical study of 217 organizations and strategic units in the U.S., Europe, and Asia is presented. It was hypothesized and supported that CR is influenced by both internal and external variables, including management orientation (entrepreneurial, centralization), environmental barriers, and technology and innovation roles in firms' business strategies. It is argued and supported that a higher degree of change readiness leads to better performance and to higher management evaluation of success in coping with environmental triggers. Theoretical discussion and managerial implications are addressed.