Handbook of Management Scales/Change initiation - Clarity of actions towards preferred future state

Description
Cudanov, Tornjanski and Jasko have developed construct based on Beckhard and Harris's model and the subsequent literature with the primary purpose to provide quantitative prediction model in the area of organizational change management. Authors have formalized earlier qualitative assessment into measurement construct aiming at certifying Beckhard and Harris's change model empirically. Third component in Beckhard and Harris's change formula, i.e. “F”, refers to the clarity of actions towards preferred future state. Accordingly, second-order construct depicted in text below refers to assessment of first steps clarity towards desired future state.

Definition
Third component, “F”, characterizes practical first steps or worthwhile actions as beginning of change process towards preferred future state. The significance of the actions can be explained by the notion “Vision without action is a dream” (Higgs & Dulewicz, 2016, p. 80; Cudanov et al., 2019; Tornjanski, 2019).

Items
Component "F" (1 - Completely disagree; 5 - Completely agree):
 * I knew what was expected of me in the change process (towards vision)
 * Implementation deadlines were realistic
 * I have had necessary management support towards change implementation

Source

 * Cudanov, M., Tornjanski, V., & Jasko, O. (2019). CHANGE EQUATION EFFECTIVENESS: EMPIRICAL EVIDENCE FROM SOUTH-EAST EUROPE. E+ M Ekonomie a Management, 22(1), 99-115; https://dspace.tul.cz/bitstream/handle/15240/151424/EM_1_2019_07.pdf?sequence=1&isAllowed=y
 * Tornjanski, V. (2019). PREDICTING AN ORGANIZATIONAL CHANGE SUCCESS USING QUANTITATIVE BECKHARD AND HARRIS’S CHANGE MODEL. Doctoral Dissertation, University of Belgrade, Faculty of Organizational Sciences; https://www.researchgate.net/publication/338385603_PREDICTING_AN_ORGANIZATIONAL_CHANGE_SUCCESS_USING_QUANTITATIVE_BECKHARD_AND_HARRIS'S_CHANGE_MODEL
 * Beckhard, R. F., & Harris, R T. (1987).Organizational Transitions: Managing complex change. Reading, MA: Addison-Wesley
 * Higgs, M., & Dulewicz, V. (2016).Developments in leadership thinking.In Leading with Emotional Intelligence (pp. 75-103).Springer International Publishing; doi: 10.1007/978-3-319-32637-5_6