Development and validation of a scale to measure subjective liminality: individual differences in the perception of in-betweenness

IF 2.7 4区管理学 Q2 MANAGEMENT

Journal of Organizational Change Management Pub Date : 2023-12-05 DOI:10.1108/jocm-07-2023-0279

Udayan Dhar, Richard Boyatzis

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引用次数: 0

Abstract

Purpose

Modern careers are marked by periods of feeling betwixt, or “in-between,” – yet, there is no validated measure of this experience, recognized as subjective liminality. The present research aims to (1) operationalize subjective liminality and (2) develop and validate a scale to measure it.

Design/methodology/approach

A literature review was used to operationalize subjective liminality, and the scale validation was performed using four separate samples: 150 workers on M-Turk, 151 graduate and professional students at a large Midwestern University, 252 unemployed individuals in the US and Canada, and 416 full-time employed individuals in the US.

Findings

Subjective liminality was conceptualized as a second-order latent construct reflected by three dimensions: feelings of anxiety, ambiguity and reduced group identification. A 9-item scale was developed and validated to measure it.

Originality/value

This study clarifies and measures an emergent construct in the career transition and organizational change literature.

查看原文本刊更多论文

主观边缘性测量量表的开发与验证：介于两者之间的感知的个体差异

目的现代职业生涯的特点是处于 "夹缝 "或 "中间 "的时期，然而，对于这种被称为 "主观边缘性 "的体验却没有有效的测量方法。本研究旨在（1）对主观边缘感进行操作化；（2）开发并验证测量主观边缘感的量表。设计/方法/途径通过文献回顾对主观边缘感进行操作化，并使用四个不同的样本对量表进行验证：研究结果主观边缘性被概念化为一个二阶潜在结构，由三个维度反映出来：焦虑感、模糊感和群体认同感降低。本研究澄清并测量了职业转型和组织变革文献中的一个新兴概念。

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来源期刊

Journal of Organizational Change Management MANAGEMENT-

CiteScore

5.80

自引率

3.60%

发文量

期刊介绍： ■Adapting strategic planning to the need for change ■Leadership research ■Responsibility for change implementation and follow-through ■The psychology of change and its effect on the workforce ■TQM - will it work in your organization? Successful organizations respond intelligently to factors which precipitate change. Economic climates, political trends, changes in consumer demands, management policy or structure, employment levels and financial resources - all these elements are constantly at play to ensure that organizations clinging on to static structures will ultimately lose out. But change is a dynamic and alarming thing - this journal addresses how to manage it positively.