Are Emotionally Stable Employees more Ready to Change? The Moderating Role of Emotional Stability on the Effect of Organizational Culture Types on Individual Readiness for Change

Authors

Aktsar Hamdi Tsalits, National Chengchi University, Taiwan, Universitas Diponegoro, IndonesiaFollow
Gugup Kismono, Universitas Gadjah Mada, Indonesia
Luksi Visita, National Chengchi University, Taiwan & Universitas Islam Negeri Walisongo, Indonesia
Dian Eka Mayasari, The University of Sheffield, United Kingdom

JEL Classification System

M12, M14

Abstract

Organizational culture is suggested as a significant predictor of individual readiness for change (IRFC). However, few studies examining the effect of organizational culture types on individual readiness for change showed inconsistent results. This study aims to fill the gap, specifically by testing the moderating effect of emotional stability on the effect of perceived organizational culture types (clan and adhocracy) on individual readiness for change. We obtained 264 responses from employees who worked at the SM Company, one of the companies in Indonesia that performed a change in the company. Results of moderated regression analysis on the collected data indicate support for all of our hypotheses. Emotional stability was found to positively moderates the effect of the perceived clan and adhocracy culture on IRFC. The positive effect of perceived clan and adhocracy culture on the IRFC is stronger when the individuals have a higher emotional stability level.

Recommended Citation

Hamdi Tsalits, Aktsar; Kismono, Gugup; Visita, Luksi; and Eka Mayasari, Dian (2022) "Are Emotionally Stable Employees more Ready to Change? The Moderating Role of Emotional Stability on the Effect of Organizational Culture Types on Individual Readiness for Change," DLSU Business & Economics Review: Vol. 31: No. 2, Article 11.
DOI: https://doi.org/10.59588/2243-786X.1194
Available at: https://animorepository.dlsu.edu.ph/ber/vol31/iss2/11