IMPACT OF GENERAL SELF-EFFICACY AND INNOVATIVENESS ON ATTITUDES TOWARD ORGANIZATIONAL CHANGE
IMPACT OF GENERAL SELF-EFFICACY AND INNOVATIVENESS ON ATTITUDES TOWARD ORGANIZATIONAL CHANGE

Summary/Abstract: Attitudes toward organizational change play a critical role in the success of change initiatives. Although extensive research efforts have been devoted to exploring the antecedents of attitudes toward organizational change, studies examining the relationships between individual differences and attitudes about organizational change remain relatively limited. This study investigates the impact of general self-efficacy and innovativeness on attitudes toward organizational change. Additionally, demographic factors such as gender, age, and education are included in the research to assess their potential influence. The research sample comprised 100 respondents from three companies in Serbia. Data were collected using three research instruments: the Attitude Toward Organizational Change scale, the Generalized Self-Efficacy scale, and an innovativeness scale adapted from the Jackson Personality Inventory. Spearman's correlation coefficient was used to test the hypotheses. The results revealed strong positive correlations between both general self-efficacy and innovativeness with attitudes toward organizational change. Multiple regression analysis further confirmed that general self-efficacy and innovativeness are significant predictors of attitudes toward change, with self-efficacy emerging as the stronger predictor. Demographic variables showed no significant associations with attitudes toward change. These findings offer practical implications for identifying suitable candidates for change agents and other key roles in organizational change and provide a theoretical contribution to understanding the role of personality-related individual differences in shaping change-related attitudes.

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