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Cognitive style and the interpretation of organisational change.

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dc.contributor.author Swart, J.
dc.contributor.author Van Vuuren, L.J.
dc.date.accessioned 2008-11-04T09:02:20Z
dc.date.available 2008-11-04T09:02:20Z
dc.date.issued 1998
dc.identifier.citation 24(3), 22-31. en
dc.identifier.uri http://hdl.handle.net/10210/1478
dc.description.abstract 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. en
dc.language.iso en en
dc.publisher Journal of Industrial Psychology en
dc.rights Complies with the rights as specified by the publisher: http://www.sajip.co.za/ & Copyright University Johannesburg en
dc.subject Cognitive style en
dc.subject Organisational change en
dc.subject Organisational Change Interpretation Scale en
dc.title Cognitive style and the interpretation of organisational change. en
dc.type Article en

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