Cognitive style and the interpretation of organisational change.

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Journal of Industrial Psychology; 1998. Cognitive style and the interpretation of organisational change..

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Please use this identifier to cite or link to this item: http://hdl.handle.net/10210/1478

Title: Cognitive style and the interpretation of organisational change.
Subject: Cognitive style
Subject: Organisational change
Subject: Organisational Change Interpretation Scale
Date: 1998
Publisher: Journal of Industrial Psychology
Description: The ability of individuals to interpret change is considered to be a criterion for successful organisational change. Accordingly the influence of a specific infra-individual variable, i.e. cognitive style (field dependence and independence) on the sensitivity to identify change needs, was assessed. For this purpose the Organisational Change Interpretation Scale (OCIS) was constructed. The OCIS in conjunction with the Hidden Figures Test, a measure of field independence, and the Field Dependence Questionnaire, a measure of field dependence, were administered to 307 managers within 14 industries. It was found that the cognitive restructuring process as measured by the Hidden Figures Test, explains 72% of the variance of the interpretation of change, as measured by the OCIS. It was concluded that the OCIS could be utilised as a selection instrument for the identification of change agents.

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collection(s): 81
Identifier: uj:6466
Identifier: http://hdl.handle.net/10210/1478
Rights: Complies with the rights as specified by the publisher: http://www.sajip.co.za/ & Copyright University Johannesburg
Type: Article

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81 Cognitive style and the interpretation of organisational change.

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