Searchable Title

Organizational Readiness for Implementing Change: A Psychometric Assessment of a New Measure. (also known as: ORIC) Copyright: Creative Commons License.

Reference Type

Journal Article

Authors, Section

Shea, C. M.; Jacobs, S. R.; Esserman, D. A.; Bruce, K.; Weiner, B. J.

Title, Section

Organizational Readiness for Implementing Change: A Psychometric Assessment of a New Measure. (also known as: ORIC) Copyright: Creative Commons License.

Publication Year

2014

Journal Title

Implementation Science: IS

Volume

9

Issue

Jan. 10

Pages

7

Availability

online

PMID

PMID: 24410955

DOI

10.1186/1748-5908-9-7

Abstract

Full text of Test is in the Additional Files link. BACKGROUND: Organizational readiness for change in healthcare settings is an important factor in successful implementation of new policies, programs, and practices. However, research on the topic is hindered by the absence of a brief, reliable, and valid measure. Until such a measure is developed, we cannot advance scientific knowledge about readiness or provide evidence-based guidance to organizational leaders about how to increase readiness. This article presents results of a psychometric assessment of a new measure called Organizational Readiness for Implementing Change (ORIC), which we developed based on Weiner's theory of organizational readiness for change. METHODS: We conducted four studies to assess the psychometric properties of ORIC. In study one, we assessed the content adequacy of the new measure using quantitative methods. In study two, we examined the measure's factor structure and reliability in a laboratory simulation. In study three, we assessed the reliability and validity of an organization-level measure of readiness based on aggregated individual-level data from study two. In study four, we conducted a small field study utilizing the same analytic methods as in study three. RESULTS: Content adequacy assessment indicated that the items developed to measure change commitment and change efficacy reflected the theoretical content of these two facets of organizational readiness and distinguished the facets from hypothesized determinants of readiness. Exploratory and confirmatory factor analysis in the lab and field studies revealed two correlated factors, as expected, with good model fit and high item loadings. Reliability analysis in the lab and field studies showed high inter-item consistency for the resulting individual-level scales for change commitment and change efficacy. Inter-rater reliability and inter-rater agreement statistics supported the aggregation of individual level readiness perceptions to the organizational level of analysis. CONCLUSIONS: This article provides evidence in support of the ORIC measure. We believe this measure will enable testing of theories about determinants and consequences of organizational readiness and, ultimately, assist healthcare leaders to reduce the number of health organization change efforts that do not achieve desired benefits. Although ORIC shows promise, further assessment is needed to test for convergent, discriminant, and predictive validity.

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