Change Response Circumplex Scale

Abstract

The Change Response Circumplex Scale (Oreg et al., 2023) was developed to measure activation and valence in responses to organizational change. Scale content was based on a theoretical bidimensional framework (Oreg et al., 2018). The resulting 12-item instrument was evaluated in Hebrew- and English-speaking samples comprised of school employees and participants who had experienced an organizational change. Factor analysis, reliability, and validity results were reported for these items.

Keywords

Change Acceptance, Change Disengagement, Change Proactivity, Change Resistance, Change Response Circumplex, Organizational Change, Theoretical Bidimensional Framework, Incremental Validity, Employee Attitudes, Organizational Behavior, Organizational Change, Theories, Employee Engagement, Organizational and Occupational Measures.

Authors

Oreg, Shaul; Sverdlik, Noga; Paine, Jill W.; Seo, Myeong-Gu

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Purpose

The purpose of this scale is to provide a bidimensional framework for measuring change responses, including both a valence-based continuum and an activation-based continuum.

Validity

Discriminant Validity: The square roots of the four average variance extracted (AVE) values were higher than the correlations with the other factors, with the exception of the correlation between the latent factors of change disengagement and negative change attitude (.83), which was higher than the square root of the change disengagement AVE (.64).

Construct Validity: Affect response types were positively correlated with their corresponding behavioral response types and negatively correlated with their opposing types. All of the expected correlations were significant at least at p < .05.

Predictive and Incremental Validity: The measure demonstrated the usefulness of distinguishing among the four responses for predicting the amount and types of feedback that change recipients provide and showed the particular value of active responses, above and beyond valence.

Concurrent Validity: Change response types and feedback were correlated based on assessments provided at the same time.

Reliability

Internal Consistency: Across the samples, Cronbach’s alphas ranged from .58 to .90 for the subscale scores.

Factor Analysis

Confirmatory Factor Analysis: All of the items loaded significantly (p < .001) on their corresponding factor. Model fit was satisfactory for the four-factor model, with the exception of the root-mean-square error of approximation (RMSEA) that was slightly above the satisfactory threshold of .08, but still within the range of .08 and .1, which is considered reasonable (Browne & Cudeck, 1993). Also, the fit of all three of the alternative models that were examined was inferior to the hypothesized four-factor model.

Instrument

Test Type: Original
Format: Response options range from 1 (disagree) to 5 (agree).
Language Available: English; Hebrew
Population Group: Human; Male; Female
Age Group: Adulthood (18 yrs & older)
Population Details: Respondents include school employees and participants who had experienced an organizational change. The study was conducted in Israel and the United States.
Test Methodology: Test Validity, Concurrent Validity, Construct Validity, Discriminant Validity, Predictive Validity, Test Reliability, Internal Consistency, Factor Analysis, Confirmatory Factor Analysis.

Keywords

Organizational Change Acceptance, Change Response Circumplex Scale, Activation, Valence, Organizational Change, Bidimensional Framework, School Employees, English-speaking samples, Hebrew-speaking samples, Factor Analysis, Reliability, Validity.

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Authors

Author ORCID Identifier:
Shaul Oreg: http://orcid.org/0000-0002-8895-7151
Noga Sverdlik: No data is Available
Jill W. Paine: No data is Available
Myeong-Gu Seo: No data is Available

Affiliation Email Addresses:
Shaul Oreg: Hebrew University of Jerusalem, School of Business Administration
Noga Sverdlik: Ben-Gurion University of the Negev, School of Education
Jill W. Paine: IE Business School
Myeong-Gu Seo: University of Maryland, Robert H. Smith School of Business

Correspondence Address:
Shaul Oreg: Hebrew University of Jerusalem, School of Business Administration, Mount Scopus, Jerusalem, Israel, 91905, [email protected]

Permissions & Fee and Test Year

Permissions: May use for Research/Teaching
Fee: No
Test Year: 2023

References

Oreg, S., Sverdlik, N., Paine, J. W., & Seo, M.-G. (2024). Activation and valence in responses to organizational change: Development and validation of the change response circumplex scale. Journal of Applied Psychology, 109(1), 135–155. https://doi.org/10.1037/apl0001132

Items of the Change Response Circumplex Scale

This is a 12-item scale.
Subscales: Change acceptance; Change proactivity; Change disengagement; Change resistance.

Change Response Circumplex Scale

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Items

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Change Acceptance

1. I readily accept the change as it is.

2. I am fully cooperative with the current plan for the change.

3. I take on whatever role is assigned to me as part of this change.

Change Proactivity

1. I am actively supportive of the change.

2. I actively help to move the change forward.

3. I am proactive in my efforts to implement the change.

Change Disengagement

1. I keep my opposition to this change to myself.

2. I tend to foot-drag with respect to the implementation of this change.

3. I tend to disengage from anything that has to do with this change.

Change Resistance

1. I am active in my resistance to this change.

2. I actively try to prevent the change.

3. I am actively trying to alter the change or slow it down.

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Note: Items are rated from 1 (disagree) to 5 (agree).