Date of Award


Document Type


Degree Name

Doctor of Business Administration (DBA)


School of Business

First Advisor

Dr. Paul Shelton

Second Advisor

Dr. Dirk Barram

Third Advisor

Dr. Brad Jensen


Internal and external factors constantly influence and pressure healthcare organizations to adapt, change, or respond to changes in the modern global business environment. When facing the challenge of change initiatives, healthcare organizations depend on the flexibility of employees to successfully navigate the change process as there is the expectation that their employees will be ready for a change. Extant literature, however, suggests that more than 70% of change initiatives undertaken by businesses fail, and the high cost of failure is due to the resistance of employees to change and their lack of change readiness. With continued interest by healthcare organizations to understand how to navigate the organizational change process and the growing generational diversity in the modern work environment, this study evaluated the relationship of generational diversity on employees’ readiness for organizational change; the purpose of this study is to determine if there is a relationship among generational cohorts and change readiness. This research also examined the relationship of employee tenure and position and their interactive effects with generational cohorts to moderate readiness for change. Results indicate that a positive relationship exists between generational cohort characteristics, tenure, position category, and the dimensions of change readiness. The positive relationships, however, were not statistically significant between variables.

Included in

Business Commons