Corporate environment as a condition for developing readiness for change

Abstract

Research problem and objective. The corporate environment enhances organizational effectiveness by attracting and retaining talented specialists, reinforcing corporate values, fostering a strong team spirit and employee engagement, and addressing staff needs. At the backdrop of high turbulence across all societal spheres, an acute shortage of personnel, and the entry of Generation Z into the labor market, an organization’s corporate environment becomes not merely a factor in attracting and retaining employees but a fundamental condition for developing their readiness for change. The article focuses on corporate environment as a condition that fosters the development of employees’ readiness for change. Materials and methods. The theoretical and methodological framework of the study includes the innovation approach (L. A. Zhuravlev), psychological readiness for innovation (S. R. Yagolkovsky, O. V. Sovetova, M. I. Kiloshenko, E. V. Ivanova, V. E. Klochko, O. M. Krasnoryadtseva), and the systems approach to the corporate environment (P. Drucker, H. Simon, A. A. Bogdanov). In this study, the structure of readiness for change was identified, comprising value-motivational, cognitive, emotional-volitional, behavioral, and reflexive components. The hypothesis posited that the value-motivational component exerts significant influence on the development of readiness for change among employees. The study involved 150 employees of an IT/Telecom group of companies in Krasnoyarsk. Factor analysis were applied for data processing. Results. A factor analysis revealed a relationship between respondents’ values and personal characteristics, leading to the identification of two distinct factors. Both factors demonstrated a consistent link between values and indicators of readiness for change. The values associated with openness to change include stimulation and autonomy. These values should be actively encouraged within the corporate environment through the transformation of established traditions, while the corresponding personal characteristics should be deliberately developed in employees. Conclusions. The corporate environment thus serves as a key condition for sustaining and fostering values of openness to change, such as stimulation and autonomy, which in turn strengthen employees’ readiness for change in modern organizations.