Team Efficacy and Organizational Readiness for Change: The Moderating Role of Job Tenure

Abstract

Organizational readiness for implementing change is partly determined by employees’ confidence that collective team capabilities are sufficient to meet implementation demands. This study investigates the relationship between perceived team efficacy and organizational readiness for implementing change, and examines whether job tenure moderates this relationship. Using a quantitative, cross-sectional, non-experimental design, data from 50 employees of one company in Indonesia were analyzed through hierarchical ordinary least squares regression. Results indicate that perceived team efficacy is positively associated with organizational readiness for implementing change (B = .436, SE = .084, β = .599, t = 5.189, p < .001), explaining 35.9% of the observed variance. Adding job tenure did not yield a meaningful incremental contribution (ΔR² = .002, p = .687). However, the interaction between team efficacy and job tenure was positive and statistically significant (B = .243, SE = .093, t = 2.606, p = .012), increasing explained variance by 8.2%. The full moderation model accounted for 44.4% of the variance. These findings highlight that team efficacy is a crucial correlate of readiness for change, while job tenure functions more meaningfully as a boundary condition rather than a direct predictor. The study underscores the importance of organizational experience in strengthening team-based readiness for change.