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The role of today's leaders is changing significantly as acquiring and transfering knowledge becomes increasingly important. Leaders now need to access, transfer and use more information while managing their people. This type of leadership, recognised as wise leadership, can have a significant value-added effect on employees. For example, it can enable employees to think innovatively and creatively. In addition, such a relationship between wise leadership and employee creativity can lead to much more positive and remarkable results in employees who embrace change. In this context, the main purpose of this study is to examine the mediating role of commitment to change in the effect of wise leadership on employee creativity. The data collected by convenience sampling method from 372 employees working in three five-star hotel establishments in Bodrum destination of Muğla province were analysed with SPSS and AMOS software. As a result of the hypothesis tests analysed by structural equation modelling, it was found that wise leadership has a direct effect on employee creativity and commitment to change. Commitment to change has a positive effect on employee creativity. In addition, within the scope of the main purpose of the research, it was determined that commitment to change has a mediating role in the effect of wise leadership on employee creativity. Based on the findings, the results were interpreted and some suggestions for future research, such as planning wise leadership-oriented trainings, ensuring employee participation and using reward systems to encourage employees' commitment to change, were presented at the end of the study. [ABSTRACT FROM AUTHOR]

In the financial sector, the need for organizational change is impacted by the consequences of pandemic, changes in consumer needs, competition, climate change, and increasing number of financial technology start-ups. The banks play a vital role in the economies of countries, so the changes taking place in them are undoubtedly important, and the commitment of employees to change is considered a necessary condition for the successful implementation of change. However, the studies, investigating how different factors contribute to the employees’ commitment to change in the Lithuanian banking sector, are scant. Therefore, the aim of this article is to determine how transformational leadership style, organizational change goals, communication quality, and certainty affect employees’ commitment to change in banking sector organization. The results of the study demonstrate that transformational leadership style, quality of change communication, clarity of goals, and certainty increase employees’ commitment to change, and transformational leadership style increases employees’ commitment to change by acting as a mediator between organizational communication, clarity of organizational change goals, and other information that increases employees’ feeling of certainty. The findings provide insights for managers who want to support employees and seek the success of organizational changes. [ABSTRACT FROM AUTHOR]

This study aims to investigate the impact of organizational change in a public sector high-reliability context. Drawing on conservation of resources theory, our theoretical model posits that change can be stressful and cause negative affective reactions toward the change, which undermine adjustment and post-change functioning. A quantitative case study was carried out on a Dutch air force squadron undergoing a significant organizational change, including the collection of three waves of survey data from squadron members. The data underwent analysis through a process of moderated mediation. Consistently with the theoretically derived hypotheses, results show that negative affect toward the change predicted important adjustment indicators, that is, higher levels of work role overload and work errors. Furthermore, we found that the detrimental effects of negative affect were mitigated by the level of normative commitment to change, that is, the felt obligation to provide support for the change. Overall, the study's intended contribution lies in its detailed examination of change dynamics in the specific context of public high-reliability organizations and its potential to inform theory and practice in that area. [ABSTRACT FROM AUTHOR]

In the financial sector, the need for organizational change is impacted by the consequences of pandemic, changes in consumer needs, competition, climate change, and increasing number of financial technology start-ups. The banks play a vital role in the economies of countries, so the changes taking place in them are undoubtedly important, and the commitment of employees to change is considered a necessary condition for the successful implementation of change. However, the studies, investigating how different factors contribute to the employees’ commitment to change in the Lithuanian banking sector, are scant. Therefore, the aim of this article is to determine how transformational leadership style, organizational change goals, communication quality, and certainty affect employees’ commitment to change in banking sector organization. The results of the study demonstrate that transformational leadership style, quality of change communication, clarity of goals, and certainty increase employees’ commitment to change, and transformational leadership style increases employees’ commitment to change by acting as a mediator between organizational communication, clarity of organizational change goals, and other information that increases employees’ feeling of certainty. The findings provide insights for managers who want to support employees and seek the success of organizational changes.

OBJECTIVE To investigate the effect of leadership styles on strategic leadership, as well as the integration and commitment to a change plan within a hospital environment. METHOD A quantitative study was conducted to measure the impact of leadership styles on the following factors: (a) strategic leadership, (b) integration of change, and (c) commitment to change. The research sample consisted of 280 employees working in general hospitals located in the area of Thessalia, Greece. The questionnaire used included several tools to measure the variables mentioned above. RESULTS The research revealed that the transformational leadership style's idealized influence and inspirational motivation characteristics were the most frequently adopted, while the passive laissez-faire style was the least utilized. Furthermore, the findings of this study showed a positive connection between both transactional and transformational leadership styles with the factors of strategic leadership, integration of change, and commitment to change. In contrast, the laissezfaire style exhibited a negative relationship with the variables of strategic leadership, integration of change, and commitment to change. CONCLUSIONS Effective leadership plays a crucial role in managing a health institute and successfully implementing a strategic organizational change plan. The commitment and integration of healthcare employees are essential assets for the successful execution of organizational change. [ABSTRACT FROM AUTHOR]

This article explores the significance of commitment to change in promoting digital transformation in Micro, Small, and Medium Enterprises (MSMEs) in Indonesia. The study aims to identify the key factors that influence the successful implementation of digital transformation initiatives in MSMEs. The article highlights the challenges faced by MSMEs in adopting digital technology and the impact of digitalization on their performance. It emphasizes the importance of employees having a strong commitment to change and undergoing digital transformation. The article provides practical solutions and strategies for enhancing the digitalization of MSMEs in Indonesia. [Extracted from the article]

Orientation: Affective commitment to change plays an important role in facilitating change to adapt to changing needs, one of which is in the education sector. Therefore, it is necessary to examine what factors are thought to increase affective commitment to change. Research purpose: The study aims to examine the direct and indirect effect (with work engagement as a mediator) between meaningful work and affective commitment to change, especially in the education sector. Motivation for the study: The education sector contributes greatly to the development of a country to deal with rapid changes and increasing affective commitment to change has an important role in dealing with continuous change. Research approach/design and method: This study involved the use of structural equation modelling to analyse data collected from 501 faculty members from 16 higher education institutions in Indonesia. Main findings: The main findings of the study indicate that the structural equation model revealed that work engagement functions as a partial mediator in the relationship between meaningful work and affective commitment to change. Practical/managerial implications: Organisations need to create an atmosphere that creates meaningful work experiences and increase work engagement to foster affective commitment to change to drive successful organisational transformation. Contribution/value-add: This study has presented the advantageous impact of meaningful work and work engagement on affective commitment to change.

The implementation of change in higher learning institutions is rapidly becoming a norm. Academics have to grapple with the changes imposed in order to remain relevant. With the introduction of the Malaysian Education Blueprint (2013–2025) and other factors, academics in higher learning institutions have had to change and ensure that change is sustainable. In line with this, one of the issues in the area of organisational change is commitment to change. The purpose of this paper is to determine the link between the academics' level of commitment to change and change-related behaviour in selected Islamic higher learning institutions in Malaysia. A survey method was applied, and questionnaires were distributed. Responses from 103 respondents were analysed using PLS-SEM. Results indicated that academics' level of affective commitment to change has an influence on cooperation and championing, while continuance commitment to change only influenced compliance. Normative commitment to change only has an influence on cooperation. Other than being the only study that focuses on Malaysian-Islamic higher learning institutions in studying commitment to change, the results of this research also provide insights on the behavioural outcomes of commitment to change, which is crucial for the success of change implementation. [ABSTRACT FROM AUTHOR]

Faisaluddin Faisaluddin,1,2 Efi Fitriana,1 Yus Nugraha,1 Zahrotur Rusyda Hinduan1 1Faculty of Psychology, Universitas Padjadjaran, Bandung, West Java, Indonesia; 2Faculty of Health, Universitas Bhamada Slawi, Tegal, Central Java, IndonesiaCorrespondence: Faisaluddin Faisaluddin, Email fay.psy1329@gmail.comPurpose: The study aims to adapt and validate the Indonesian version of the commitment to change scale that was initially developed by Herscovitch and Meyer.Methods: Data were collected using an online application among faculty members of several universities who have experienced policy changes from the Indonesian government regarding research-related issues. A total of 204 responses were obtained. The data was validated using the Content Validity Index (CVI), the Confirmatory Factor Analysis (CFA), the Convergent and Discriminant correlations as well as the Cronbach’s alpha.Results: The results demonstrated that commitment to change could be represented by three dimensions of affective, continuance and normative commitment to change, although there is one item that must be adjusted. The results of the Scale-Content Validity Index (S-CVI) show that the commitment to change scale has excellent content validity (S-CVI/Ave = 0.97). CFA results show a good fit, Cronbach’s alpha obtains good results with ACTC (α = 0.71); CCTC (α = 0.83); NCTC (α = 0.77) and Construct Reliability (CR) values obtained are also quite good with ACTC = 0.85; CCTC = 0.86; NCTC = 0.86. From the results of the convergent and discriminant validity tests, it was found that the affective commitment to change positively correlates with job satisfaction and negatively correlates with job stress. However, both continuance and normative commitment to change scale does not correlate with the two variables.Conclusion: The Indonesian version of the commitment to change scale shows good psychometric properties and has proven valid to provide the measurement of commitment to change, especially for the faculty members in Indonesia.Keywords: test validation, test adaptation, commitment to change, faculty members

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Teachers are faced with numerous difficulties during the COVID-19 Pandemic, particularly in ensuring that the learning process continues to run smoothly in the face of uncertainty. The aim of this study was to examine the relationship between learning agility and commitment to change among preschool teachers. The sample in this study were 118 preschool teachers in Buleleng District. The results indicated that there is a significantly positive relationship between learning agility and commitment to change, r (118) = 0.234, p < 0.01. Further results showed that learning agility is also correlated with two dimensions of commitment to change, namely affective commitment to change r (118) = 0.438, p < 0.01 and normative commitment to change r (118) = 0.181, p < 0.05. The results contribute to theoretical advances in understanding learning agility and commitment to change as well as promoting the success of change in early childhood educational institution.

This research focuses on the fast-growing family business in Indonesia. The purpose of this study is to discuss the performance of family companies that are in a state of inertia, where Top Management Team (TMT), namely the executive ranks of the company's leaders is needed to influence the management of cynicism to commitment to move in organizational change. The theory of leadership by comparing the perception of ideal change in organizations is the reference we use, namely the implicit change leadership theory (ICLT). This research method uses a non-probability sampling method where the probability of being selected as a sample is not the same. The sampling technique used was purposive sampling and qualitative analysis of the organizational performance points of 31 family companies in Indonesia. The findings show that the paternalistic attitude of family culture reflects the commitment of TMT to make changes and performance that supports the company's success to move from inertia. The novelty in the article is the relationship of TMT in family businesses that supports the role of change through strong commitment, so that cynicism in family companies does not have a significant effect on organization. Abstrak dalam Bahasa Indonesia. Penelitian ini berfokus pada bisnis keluarga yang berkembang pesat di Indonesia. Tujuan dari penelitian ini adalah untuk membahas kinerja perusahaan keluarga yang sedang dalam keadaan inersia, dimana Top Management Team (TMT) yaitu jajaran eksekutif pimpinan perusahaan sangat dibutuhkan untuk mempengaruhi sinisme manajemen terhadap komitmen untuk bergerak di perubahan organisasi. Teori kepemimpinan dengan membandingkan persepsi perubahan ideal dalam organisasi adalah acuan yang kami gunakan, yaitu teori kepemimpinan perubahan implisit (ICLT). Metode penelitian ini menggunakan metode non-probability sampling dimana probabilitas terpilihnya sebagai sampel tidak sama. Teknik pengambilan sampel yang digunakan adalah purposive sampling dan analisis kualitatif terhadap poin-poin kinerja organisasi 31 perusahaan keluarga di Indonesia. Temuan menunjukkan bahwa sikap paternalistik budaya keluarga mencerminkan komitmen TMT untuk melakukan perubahan dan kinerja yang mendukung keberhasilan perusahaan untuk beranjak dari inersia. Kebaruan dalam artikel tersebut adalah hubungan TMT dalam bisnis keluarga yang mendukung peran perubahan melalui komitmen yang kuat, sehingga sinisme dalam perusahaan keluarga tidak berpengaruh signifikan terhadap organisasi.

This study aims to investigate the relationships among transformational leadership, followers' innovative behavior, commitment to change, and organizational support for creativity. First, we examine the mediating role of commitment to change in the relationship between transformational leadership and followers' innovative behavior, using both objective and subjective measures. Our results reveal that commitment to change indeed mediates this relationship. Second, we analyze whether the link between commitment to change and followers' innovative behavior is moderated by organizational support for creativity. We find that this relationship is stronger for individuals with high organizational support for creativity compared to those with low support. Empirical analysis was conducted using data collected from 535 managers in 11 subsidiaries of a financial institution in South Korea. This study contributes to the management discipline by resolving mixed outcomes between transformational leadership and followers' innovation and highlighting the influence of commitment to change and perceived organizational support for creativity on innovative behavior. [ABSTRACT FROM AUTHOR]

Empirical evidence increasingly suggests that supervisors' support significantly impacts employees' commitment to change and possibly diminishes their turnover intention. This study, conducted at a government university in Oman, investigated a mediated-effects model of leadership support and faculty turnover intention. The model proposes leadership support (supervisor support) as an antecedent of faculty turnover intention and commitment to accreditation-related change as a mediator in the leadership support–faculty turnover intention relationship. Survey data were collected from faculty members (n = 221) and analysed using structural equation modelling. Findings showed that leadership support greatly contributes to low faculty turnover intention and improves faculty's commitment to accreditation, which has a significant and direct impact on their turnover intention. Therefore, university-level leadership support, both directly and indirectly, shapes faculty's commitment to change. These results have significant implications for practice as well as for future research related to leadership support for academic accreditation in higher education institutions. [ABSTRACT FROM AUTHOR]

Considering that the relationship between workplace spirituality and organisational change has only recently sparked scholarly interest, the connection could be more evident, as research has only recently begun. Furthermore, there is a growing tendency to add spirituality as the fourth dimension to sustainability in addition to the environment, social responsibility, and the economy. This study contributes to the academic literature by examining the influence of workplace spirituality on lecturers' responses to change in their commitment to change and change-oriented organizational citizenship behaviour (C-OCB). Private universities in Banjarmasin, Indonesia, were selected to research these links. To collect data from 1050 instructors, self-administered questionnaires were used, and structural equation modelling (SEM) was performed. The findings demonstrated that the workplace spirituality level, exemplified by a solid connection to a higher power, humanity, and nature, affects the lecturers' commitment to change leading to change-oriented organizational citizenship behaviour (C-OCB), a dimension of OCB less researched. The findings offer a novel perspective on the relationship between workplace spirituality, lecturers' attitudes towards change, and change-oriented organizational citizenship behaviour (C-OCB) in higher education. Since this result has not been examined in the context of change in higher education, several consequences and suggestions for future research emerge. More studies could be used in future research, given that the literature in this area is still in its early stages. The current work is expected to spark future research on this intriguing and fertile issue. [ABSTRACT FROM AUTHOR]

Net promoter Score (NPS) has been used in many fields, such as software, clinical care, and websites, as a measure of customer satisfaction since 2003. With a single question, NPS methodology is thought to determine brand loyalty and intent to act based on experiences with the brand or product. In the current study, accredited continuing medical education or continuing education (CME/CE) was the product. Providers of CME have utilised NPS rating (the individual score on a scale of 0 to 10) to collect data about the value of the experience a clinician has with CME activities, but there has been no research to examine what it actually is associated with. This study looked to understand – relative to other self-reported and assessment outcomes in CME, what does NPS at the activity level indicate? From 155 online CME programmes (29,696 target audience learners with complete data), potential outcomes of CME, including whether knowledge or competence improved via assessment score, mean post-confidence rating, and whether one intended practices changes and was committed to those changes, were examined as predictors of NPS. NPS is unique in that it cannot be calculated at the individual level; individual scores must be aggregated, and then the percentage who selected ratings of 0 to 5 is subtracted from the percentage who selected 9 or 10. Results showed that percentage of learners who are committed to change predicts 70% of the variance in NPS, which suggests NPS is a valid indicator of intention to act. These results have implications for how we might, as a field, incorporate the utilisation of a single standardised question to examine the potential impact of online CME and call for additional research on whether NPS predicts change in clinical practice. [ABSTRACT FROM AUTHOR]

The aim of this paper was to find out whether teachers' attitudes about learning and teaching will be reflected in the attitudes about education for ecologically sustainable development. In terms of research methods, a method of theoretical analysis and a descriptive-analytical survey method were used, while survey was used as a research technique. The following research instruments were used: The Questionnaire on Teachers’ Attitudes about Learning and Teaching (Suzić, 2005: 928–929) and the Questionnaire on Teachers’ Attitudes about Education for Sustainable Development, created for the purposes of this research. The research sample consisted of 120 elementary school teachers and 120 high school teachers. The results of the research on attitudes about learning and teaching showed that elementary school teachers achieve a statistically significantly higher average score than high school teachers on the subscales of Motivation, Attitudes about the Current State and Involvement in Changes, while there were no statistically significant differences in Attitudes about Commitment to Changes. Furthermore, the results indicated that acting in accordance with education for sustainable development is not statistically significantly related to attitudes about learning and teaching, but that positive attitudes about learning and teaching reflect positively in the nature, contents and skills of education for ecologically sustainable development. [ABSTRACT FROM AUTHOR]

Background: Palliative care educators should incorporate strategies that enhance application into practice by learners. Commitment-to-change is an approach to reinforce learning and encourage application into practice; immediately post-course learners commit to making changes in their practices as a result of participating in the course ("statements") and then several weeks or months later are prompted to reflect on their commitments ("reflections"). Aim: Explore if and how learners implemented into practice what they learned in a palliative care course, using commitment-to-change reflections. Design: Secondary analysis of post-course commitment statements and 4-months post-course commitment reflections submitted online by learners who participated in Pallium Canada's interprofessional, 2-day, Learning Essential Approaches to Palliative Care (LEAP) Core courses. Setting/participants: Primary care providers from across Canada and different profession who attended LEAP Core courses from 1 April 2015 to 31 March 2017. Results: About 1063 of 4636 learners (22.9%) who participated in the 244 courses delivered during the study period submitted a total of 4250 reflections 4 months post-course. Of these commitments, 3081 (72.5%) were implemented. The most common implemented commitments related to initiating palliative care early across diseases, pain and symptom management, use of clinical instruments, advance care planning, and interprofessional collaboration. Impact extended to patients, services, and colleagues. Barriers to implementation into practice included lack of time, and system-level factors such as lack of support by managers and untrained colleagues. Conclusions: Examples of benefits to patients, families, services, colleagues, and themselves were described as a result of participating in the courses. [ABSTRACT FROM AUTHOR]

Based upon the theory of planned behavior, this research intends to examine the direct impact of employees’ change-related self-efficacy on their commitment to the change process. Further, employees’ readiness for change is proposed as a mediator between change-related self-efficacy and commitment to change. Self-administered questionnaire was used for collecting primary data from 583 officer ranked employees working in financial institutions, media, and telecom sectors. To test the hypotheses for the effect of mediation, PROCESS macros are employed. Findings supported the hypothesized relationships of the study that employees’ change-related self-efficacy directly influence their commitment to change. Moreover, employees’ readiness to change also mediates the relationship between their change-related self-efficacy and commitment to change. These findings affirm the significance of the presence of these factors among employees during change and provide a foundation for equipping employees with the necessary belief, attitude and intention for successful implementation of the change process.

Employee commitment to change is critical to the success of organisational change. This study draws upon social learning theory and examines the influence of both manager and team attitude toward change on employee commitment to change, with gender composition and power distance orientation as moderators. The sample comprised 291 employees and 38 managers from five Taiwanese companies that implemented knowledge management related technologies. The results showed that team attitude had a positive association with commitment to change. Power distance orientation negatively moderated the relationship between manager attitude and commitment to change, and it positively moderated the relationship between team attitude and commitment to change. There was also a three-way interaction among power distance orientation, gender composition, team attitude, and commitment to change. [ABSTRACT FROM AUTHOR]

The study aimed to identify the degree of perceived organizational support (POS) of faculty members and their commitment to academic accreditation (CTAA). Then, it explores the effect of POS on CTAA, gender, nationality, and administrative positions on them. Participants included a convenient sample of 221 faculty members from Sultan Qaboos University in Oman. Data analysis included measures of central tendency and structural equation modeling to conduct confirmatory factor analysis and build regression models. Results showed moderate degree of faculty POS and high level of CTAA. Significant gender difference is also observed for POS, with male faculty members showing higher POS and female members showing higher CTAA. In addition, non-Omani members reported significantly more POS and those with administrative positions reported significantly higher CTAA. Finally, empirical evidence is validated for the positive influence of POS on CTAA. [ABSTRACT FROM AUTHOR]

Studies on the effects of communication strategies applied by top management during organizational change are scarce. While first research indicates that a participatory communication strategy is more effective in evoking employees' commitment to change than a programmatic change communication strategy, how this effect occurs remains unclear. The present study addresses this gap by investigating perceived procedural fairness as mediating and past change experience as moderating factor in the relationship between communication strategy and commitment to change. Results of the quasi-experimental study indicate that participatory change communication strengthens fairness perceptions more than programmatic change communication does. Results indicate that perceived procedural fairness explains the effect of change communication strategy on commitment to change. No moderating but a direct effect of past change experiences was found. Results show the potential of participatory change communication, and the importance of procedural fairness early in change, which are valuable insights for managers who initiate change. [ABSTRACT FROM AUTHOR]

Transformation School Programme 2025 (TS25) is aimed to enhance school qualities and the success rate of students in Malaysia. TS25 also determines the 21st-century workforce demand and the Fourth Industrial Revolution needs. However, far fewer studies examined authentic leadership in the context of TS25, although teachers' commitment and job satisfaction mutually reinforced one another. Given the centrality of TS25, a comprehensive conceptual model incorporating authentic leadership, commitment to change, and job satisfaction was reported. The conceptual model was drawn from the authentic leadership theory, commitment to change model, and two-factor theory. Based on the proposed framework, it was found that employees' work attitudes and outcomes depended upon school leaders. School administrators might better consider successful and effective school leadership that is realised through authentic leadership for improvement. The proposed framework might better be recontextualised across leaders in broader Malaysian education to generate positive outcomes. [ABSTRACT FROM AUTHOR]

Organizations rely on human resource management (HRM) practices to steer organizational change, but little is known about the effects of HRM practices on employees’ attitudes towards change. This study aims to investigate the relationship between employees’ perception of HRM practices and their commitment to change. The sample comprised 221 employees of a public organization after it underwent an organizational change. Data were analyzed through structural equation modeling, considering HRM practices as individual predictors or as a second-order factor of aligned HRM practices. The results indicate that the model with individual HRM practices achieved a superior fit, but only two practices – communication and autonomy – were related to affective commitment to change. The model with a second-order factor of aligned HRM practices showed a clear positive relationship with affective and normative commitment to change, and a clear negative relationship with continuance commitment to change. Investing in HRM practices to support an ongoing change helps organizations to convince employees of the necessity and value of the change. This study provides empirical evidence that HRM practices are important for supporting employees’ commitment to change and encouraging their positive behavior towards change.

The aim of this study was to investigate the effect of knowledge management on commitment to change through the quality of communication perceived from change and readiness for change. The present study was applied in terms of purpose and in terms of how to collect descriptive information of the correlation type. The statistical population of the present study consisted of all 1000 employees of the Islamic Azad University of Isfahan (Khorasgan) who were selected through Cochran's sampling formula. For example, 287 people were selected through a class sampling method appropriate to the volume. 2003 (Standard Questionnaire Commitment to Changing Fedor et al. (2009), Standard Communication Questionnaire Understanding Changing Miller and Mang (1985), and Standard Standard Questionnaire on Challenging et al. (2007). Content validity was analyzed using expert opinion based on the views of a number of statistical and structural communities using factor analysis and after the necessary terminology, validity was confirmed. The sequence of knowledge management (0.93) and commitment commitment to change (0.81) and the perceived communication from change (0.85) and readiness readiness questionnaire (0.92) were estimated, respectively. Data were used at the inferential level to model structural equations Given that knowledge management has a positive and significant effect on the commitment to change through readiness to change, the coefficient of this effect is 0.55, but through the quality of the relationship on commitment to change does not have a significant effect on direct commitment to change has a positive and significant effect. The coefficient of this effect is 0.66.

Abstract Background The Manitoba Physician Achievement Review (MPAR) is a 360-degree feedback assessment that physicians undergo every 7 years to retain licensure. Deliberate reflection on feedback has been demonstrated to encourage practice change. The MPAR Reflection Exercise (RE), a peer-assisted debriefing tool, was developed whereby the physician selects a peer with whom to review and reflect on feedback, committing to change. This qualitative study explores how physicians who had undergone the MPAR used the RE, what areas of change are identified and committed to, and what they perceived as the role of reflection in the MPAR process. Methods The MPAR RE was piloted out to a cohort of MPAR-reviewed physicians. Thematic analysis was conducted on completed exercises (n = 61). Semi-structured interviews were conducted with individuals (n = 6) who completed the MPAR RE until saturation was reached. Results Physicians reviewed feedback with a range of peers, including colleagues, staff, and spouses. Many physicians were surprised by feedback, both positive and negative, but interviewees found the RE useful in processing feedback. Areas where physicians committed to change were diverse, covering all CanMEDS roles. Most physicians identified themselves as being successful in implementing change, though time, habit, and structures were cited as barriers. Conclusions Peer-assisted debriefing can assist reflection of multisource feedback. It is easy to implement, is not resource-intensive, and feedback implies that it is effective at promoting change. Participants, with the aid of peers, identified areas for change, developed approaches for change, and largely thought themselves successful at implementing changes. Areas of change included all seven CanMEDS roles.

The outcomes model most applied in continuing education for the health professions evaluation is Moore and colleagues' conceptual framework. Examination of how the levels interact and the role of confidence and intention to change can help outcomes professionals understand better how to impact clinician practice and conductand report outcomes studies. The current study examined the relationships among knowledge and competence change, confidence change, and intention to change across 57 online oncology certified education programmes published from 2018 to 2020 on Medscape.org. Findings indicate that not only improvement in knowledge and competence but also reinforcement of knowledge and competence are significant predictors of changes in confidence. They also indicate that knowledge and competence influence intention to change through confidence. [ABSTRACT FROM AUTHOR]

The existence of a strategic change in a company or agency is not always acceptable to all employees, no matter how important the goals of the change are. Performance improvement is an indicator of change that is acceptable to companies and related agencies. Improving employee performance is one way for employees to succeed in realizing the vision and mission of the organization when a company or agency strategy changes. Although many factors will affect employee performance during change, it is necessary to foster employee readiness from the start from the leadership and company agencies in conveying the goals of change. Because leadership has been recognized as critical to the success of change because it can develop a strategy, vision, and culture of change and inspire employees to participate in change. For this reason, leaders change promoting behaviors who are connected through charismatics and commitment to change as variables that affect employee performance are important to examine in this study. This study uses a quantitative approach using a questionnaire and the Partial Least Square (PLS) method which is part of SEM. Respondents of this study were 42 civil servants of the Public Relations and Protocol Bureau of the Regional Secretariat of East Java Province. [ABSTRACT FROM AUTHOR]

The objective of this study is to examine the predicting role of technostress, on commitment to change. Further, this study assesses the moderating role of internal communication in the technostress and commitment to change relationship. A total of 225 administrative employees in public higher education institutions in the Northern Region of Peninsular Malaysia participated in the study. The findings indicated that techno-invasion and techno-insecurity were negatively associated to commitment to change, while techno-uncertainty was positively related to commitment to change. Internal communication was found to moderate the relationship between techno-uncertainty and commitment to change. Theoretical and practical ramifications are highlighted. [ABSTRACT FROM AUTHOR]

Commitment to organizational change as an important focus of commitment has received greater attention in the literature of action commitments. Research indicates that this construct represents employee attitude towards change initiative and may be a greater predictor of support for change. This is of particular import in health care systems, globally, and in developing nations, in particular, which are constantly seeking to change and adapt to new medical and administrative advances. However, commitment to change (C2C) has received very little research attention from Asian health care systems. Therefore, this study answers the call for validation, by validating a culture-specific translated version of the C2C scale in a sample drawn from the privatization context of public sector hospitals in Pakistan. The goals are to: (a) examine some psychometric properties of the major Western-derived measures of C2C in Pakistan to see if they are valid and reliable there; and (b) draw implications from our results for the management of change efforts in Pakistani health care systems. Thus, exploratory factor analysis and confirmatory factor analysis (CFA) were conducted using SPSS and analysis of moment structures (AMOS) to provide evidence of reliability, construct validity and predictive validity of C2C among Pakistani health care workers. Results found evidence of the measure's cross-cultural validity and revealed a positive correlation between C2C and three dimensions of behavioural support for change. This study is a significant contribution to the literature, being the first to provide comprehensive evidence of validity of the C2C scale in Pakistan, a developing country. An important implication for leaders of organizational change in Pakistan is that they may use this construct to unearth employee level of understanding and attitude towards change initiative to envisage mechanisms to foster employee support for change. Researchers may also use this construct in Pakistan's context to assess employee C2C. [ABSTRACT FROM AUTHOR]

Introduction: The value proposition of CME lies in its ability to elicit change in learners so new knowledge and skills are used to improve patient outcomes. In this study, we test the hypothesis that, in contrast to passive learning, education with an active engagement component has a greater impact on the motivation of learners to make changes in their practice. Methods: We analyzed nine educational formats produced by the American Academy of Family Physicians. CME program between 2015 and 2017. Postactivity learner evaluations were used to measure both satisfaction and "commitment to change"-- the percentage of learners who committed in making a change in their practice as a result of their participation. Results: We found education that was interactive and leveraged elements of social learning theory produced the greatest commitment to change the score. Lower scores were obtained for more passive education formats. By contrast, satisfaction scores were not significantly different between formats. Discussion: Our data demonstrate differences between commitment to change and educational format that could inform how format types might be better used to promote a behavior change. We also demonstrate that learner satisfaction has little or no value as a measure of educational efficacy. [ABSTRACT FROM AUTHOR]

Research Aims - The present study aimed to examine the relationship between transformational leadership, job satisfaction and employee commitment to organisational change. Design/Methodology/Approach - Extension of a three-component model was employed. The study sample consisted of 474 employees in organisations undergoing a significant organisational change in Vietnam. The data were analysed using a structural equation model (SEM). Research Findings - The study results show that transformational leadership has a positive and significant influence on job satisfaction and organisational commitment to change (affective commitment, normative commitment, continuance commitment). Job satisfaction is found to be positively and significantly related to employee affective commitment and normative commitment to organisational change. Theoretical Contribution/Originality - This study indicated the critical role of transformational leadership and job satisfaction on the commitment to organisational change in the context of an emerging economy. Managerial Implications in the Southeast Asian Context - Organisations should maintain employees' positive attitudes and behaviour by applying the transformational leadership style and ensuring job satisfaction, which plays a central role in the organisation by orienting employee psychology, motivation and positive behaviour to change Research Limitations and Implications - This study has certain limitations due to its sample and self-report questionnaire scale. The research model did not simultaneously test multiple antecedents (e.g., personality, context) and consequences of employee commitment to organisational change. There is a lack of empirical studies addressing the relationship between demographics and antecedents/consequences of commitment to change. [ABSTRACT FROM AUTHOR]