Sustainability of Organizational Change in the Newsroom: A Case Study of Australian Newspapers

Abstract

This article examines the sustainability of newsroom change through the lens of an ambitious change project called "Readers First" at a group of Australian regional newspapers. Survey data were gathered over 3 consecutive years from rank-and-file newsworkers who participated in the program. It was found that, contrary to the problems usually associated with support for change programs, Readers First received sustained attitudinal support from newsworkers. Agreeing with the goals for change, feeling involved in change, and believing that managers managed change well were the best predictors of their support for change. Training in change had no discernible effect on support. Professionalism had its limits as a predictor of support.