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By collecting data from three organizations located in two continents, this study was designed to build on the literature that has called for both individual-level and internationally relevant change research. It examined how individual perceptions of the change process, context, and individual attributes influenced readiness for change and subsequent attitudinal outcomes. The findings revealed that context and individual attributes were strong predictors of readiness. Furthermore, results revealed that perceptions of the process used by leaders were significantly related to readiness after controlling for context and individual attributes: an important finding considering that leadership often has more discretion over the process used to facilitate change.
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