As organizations strive to remain competitive despite economic pressures and the rapid pace of technology innovation, Enterprise Resource Planning (ERP) systems provide businesses with the functional best practices and customisable capabilities they need to adapt to these changes. However, the high rate of failure of these Enterprise Resource Planning (ERP) systems remain a challenge for the managers who are usually tasked with ensuring the huge investments achieve its purpose and yield a return on investment. In attempting to explain the reasons behind these Enterprise Resource Planning (ERP) implementation failures, previous research has identified user adoption as one of the main drivers of ERP implementation success. An abundance of technology adoption theories and change management models have been proposed as solutions to user adoption, by measuring different factors they consider are important to the adoption of these systems. However, ERP systems still fail to achieve their intended purpose because these theories have not been able to explicitly explain how these factors impact on adoption. To address this gap, this research takes a comprehensive approach to identifying the change management influences on user adoption by integrating change management and technology adoption constructs. The main contribution of this research is a common-sense perspective of the realities of user resistance. The study provides a causal model derived from Structural equation modelling, which explains the multiple influence relationships between the measured constructs. An adoption tool is also developed for managers to use as a yardstick to benchmark the effectiveness of an implementation strategy. Using a structural equation modelling approach, a theory was developed from a survey of 616 ERP users across 6 organizations. Six constructs were identified as the key influences of user adoption – Trust, Communication and Engagement, System Qualities, Training, Organizational Benefits and Resistance. The theory explains the multiple influence relationships between these constructs and Adoption, and assists in the pinpointing of failure points that need to be addressed by Enterprise Resource Planning project managers. The resulting theory developed indicates the multiple influence relationships between these constructs as determinants of Adoption of ERP systems. In addition, the theory assists in the pinpointing of failure points that need to be addressed by Enterprise Resource Planning (ERP) project managers.

Drawing upon punctuated equilibrium theory, stakeholder salience theory and status quo bias theory, this research develops a framework for dealing with organisational change recipients’ resistance to change. Due to the effects on the organisational environment of political, legal, and technological triggers, organisations need to change in order to survive, remain competitive and prosper. However, deploying a given organisational change, and in particular radical change, is challenging for change managers. A major reason for this is change recipients’ resistance to change. Therefore, this research advances understanding of how to cope with change recipients’ resistance in times of organisational change, and specifically radical planned change i.e. reorientation. To do so, this research develops a framework that incorporates the salience level of change recipients in relation to reorientation program, which has not been considered in prior studies, in association with the modes and causes of their resistance to change to identify relevant strategies that address their resistance to change. The research methodology adopted for the research is qualitative case study. The findings are derived from 30 semi-structured interviews along with relevant documents from two cases (14 interviews from Case A and 16 interviews from Case B) that implemented an organisational reorientation program. The findings reveal that the three attributes of stakeholder salience theory (i.e. power, legitimacy, and urgency) are inadequate to identify the salience of change recipients in relation to change. In addition to these attributes, a further attribute is required, which defines the extent to which change recipients are affected by change namely the attribute of impact. Furthermore, the findings introduce seven strategies (negotiation and agreement, education, implicit coercion, persuasion by peers, two-way communication, facilitation, and rewards) that are effective for overcoming the resistance to change of recipients who belong to six salience classes and resist change for different reasons and to various levels. These findings make a theoretical contribution to each of the theories employed in the research, punctuated equilibrium theory, stakeholder salience theory, and status quo bias theory, as well as the extant literature regarding strategies to cope with change recipients’ resistance to change. The findings have implications for practice by introducing a diagnostic tool that change managers can use to explore the modes and causes of change recipients’ resistance as well as their levels of salience in relation to change.

Um comportamento é dito mais resistente à mudança quanto menor for a alteração observada diante de modificações ambientais. Assim, estudos sobre resistência à mudança têm investigado a alteração do comportamento após a inserção de algumas operações que podem mudar comportamento que está em curso (evento perturbador). Essa proposta pode ser eficaz em investigações voltadas aos efeitos do consumo de drogas, como por exemplo, o etanol, que estimula determinadas áreas do Sistema Nervoso Central, responsáveis por possíveis alterações no valor reforçador de estímulos. O presente trabalho teve como objetivo avaliar se a presença do etanol acarretaria em alguma alteração diferencial nas condições com diferentes taxas de reforço e se sua presença e ausência poderiam ser caracterizadas como um evento perturbador. O Experimento I constou de duas partes. Na primeira parte foi analisada a função do etanol como evento perturbador. Dez ratos autoadministravam por via oral (gelatina) etanol (ET) 10% ou maltodextrina (MALTO) antes de sessões experimentais de treino de pressão à barra sob um esquema múltiplo VI 15 s-VI 45s. Na segunda parte, a pressão à barra foi colocada em extinção, mas as condições de autoadministração das substâncias foram mantidas para observar o efeito do etanol sobre a resistência à mudança dessa resposta. O Experimento II teve como objetivo avaliar o efeito da retirada de ET depois de intoxicações aguda e crônica. O experimento constou de duas partes. Na primeira, uma única dose de 20% de ET foi administrada por gavagem a ratos (n=9) previamente treinados sob o esquema múltiplo VI-VI; após 12 e 36 horas da administração, a resposta de pressão a barra sob o esquema múltiplo VI-VI foi observada. Na segunda parte, os mesmo ratos autoadministraram a cada 12 horas gelatina de ET a 10% por 21 dias; após 12 e 36 horas da administração, a resposta de pressão a barra sob o esquema múltiplo VI-VI foi novamente estudada. Os resultados do Experimento I indicaram que as doses consumidas de ET (10g/Kg) não tiveram função de evento perturbador. Quando houve algum efeito de queda ou aumento das taxas de respostas, esse não foi observado apenas no componente correlacionado com maior taxa de reforço, mas sim em ambos. Quanto à administração de ET na resistência à mudança empregando-se extinção como evento perturbador, não se obteve qualquer alteração. Contudo, quando a análise foi voltada à administração da gelatina, fosse com MALTO ou ET, houve diferentes efeitos em relação à fase de linha de base. Na primeira fase do Experimento II (retirada após intoxicação aguda) foi observado que a retirada do etanol teve efeito de evento perturbador apenas para sessões após 12h, mas não após 36h. Na segunda fase (retirada após a administração crônica) não houve efeito de retirada: os ratos continuaram se comportando de maneira semelhante aos dias com etanol. A retirada do etanol somente após a administração aguda apresentou tal efeito, que pode ser explicado devido ao efeito rebote de sua remoção do organismo, que foi observado somente após poucas horas do término do consumo (12 horas). Esse efeito rebote parece ter sido alterado pela taxa de reforço estabelecida nas condições do presente experimento (menos alterada ix na condição com maior taxa de reforço). Essa diversidade de resultados pode ter sido em função das diferenças entre consumo agudo e crônico ou por diferenças nas vias de administração empregadas / A behavior is considered resistant to change as the smallest change is observed before environmental modifications. Therefore, studies on resistance to change have investigated the change in behavior after the administration of some operations which can change the behavior in course (disrupting operation). This approach can be effective regarding investigations related to the effect of drug consumption such as ethanol, which stimulates specific areas in the Central Nervous System responsible for modifications in the reinforcement value of reinforcing stimuli. Thus, the purpose of the present study was to evaluate if the presence of ethanol would bring on any differential alteration in the reinforcement value of conditions with different rates of reinforcement and if its presence could be seen as a disruptive operation. Experiment I consisted of two parts. In the first, the function of ethanol as a disruption operation was analyzed. Ten rats self-administered orally (gelatin) ethanol (ET) 10% or maltodextrin (MALTO) before trial sessions of bar pressing training under a multiple VI 15 s-VI 45 s schedule. On the second part, the bar pressing was in extinction, but the conditions of the self-administration of the substances were maintained to observe the effects of ethanol on the resistance to change of this response. The purpose of Experiment II was to evaluate the effects of ET withdrawal after acute and chronic intoxications. The experiment was divided into two parts. On the first, a single dose of 20% ET was administered by force feeding to rats (n=9) previously trained under multiple schedules VI-VI; after 12 and 36 hours of the administration, the response bar pressing under the schedule VI-VI was observed. On the second part, the same rats self-administered every 12 hours ET gelatin at 10% for 21 days; after 12 and 36 hours of administration, the response bar pressing under the multiple schedule VI-VI was assessed. The results from Experiment I indicated that the consumed doses of ET (10g/Kg) did not function as a disrupting operation. When there was some effect or increase in response rates, it was not only observed in components co-related to a higher reinforcement rate, but in both. Regarding the administration of ET related to resistance to change when employing extinction as a disruption operation, there was no alteration. Nonetheless, when the analysis was directed to the administration of the gelatin either with MALTO or with ET there were different effects related to the baseline phase. On the first phase of Experiment II (withdrawal after acute intoxication) ethanol withdrawal had the effect of a disrupting operation only during sessions after 12hr, but not after 36hr. On the second phase (withdrawal after chronic administration) there was no effect of the withdrawal: rats continued to behave on the same way as they did on the days with ethanol. The ethanol withdrawal only presented such an effect after the acute administration which can be explained due to the rebound effect of its removal from the organism, which was observed only a few hours after the end of the consumption (12 hours). This rebound effect seems to be changed through the reinforcement rate established on the conditions of the present xi Experiment 2 (unless changed in the condition with the highest rate of reinforcement). The same results were not observed after the end of the chronic administration of the ethanol. This difference in results could be due to the differences between acute and chronic consumption or the differences in the methods of administration employed

Um comportamento é dito mais resistente à mudança quanto menor for a alteração observada diante de modificações ambientais. Assim, estudos sobre resistência à mudança têm investigado a alteração do comportamento após a inserção de algumas operações que podem mudar comportamento que está em curso (evento perturbador). Essa proposta pode ser eficaz em investigações voltadas aos efeitos do consumo de drogas, como por exemplo, o etanol, que estimula determinadas áreas do Sistema Nervoso Central, responsáveis por possíveis alterações no valor reforçador de estímulos. O presente trabalho teve como objetivo avaliar se a presença do etanol acarretaria em alguma alteração diferencial nas condições com diferentes taxas de reforço e se sua presença e ausência poderiam ser caracterizadas como um evento perturbador. O Experimento I constou de duas partes. Na primeira parte foi analisada a função do etanol como evento perturbador. Dez ratos autoadministravam por via oral (gelatina) etanol (ET) 10% ou maltodextrina (MALTO) antes de sessões experimentais de treino de pressão à barra sob um esquema múltiplo VI 15 s-VI 45s. Na segunda parte, a pressão à barra foi colocada em extinção, mas as condições de autoadministração das substâncias foram mantidas para observar o efeito do etanol sobre a resistência à mudança dessa resposta. O Experimento II teve como objetivo avaliar o efeito da retirada de ET depois de intoxicações aguda e crônica. O experimento constou de duas partes. Na primeira, uma única dose de 20% de ET foi administrada por gavagem a ratos (n=9) previamente treinados sob o esquema múltiplo VI-VI; após 12 e 36 horas da administração, a resposta de pressão a barra sob o esquema múltiplo VI-VI foi observada. Na segunda parte, os mesmo ratos autoadministraram a cada 12 horas gelatina de ET a 10% por 21 dias; após 12 e 36 horas da administração, a resposta de pressão a barra sob o esquema múltiplo VI-VI foi novamente estudada. Os resultados do Experimento I indicaram que as doses consumidas de ET (10g/Kg) não tiveram função de evento perturbador. Quando houve algum efeito de queda ou aumento das taxas de respostas, esse não foi observado apenas no componente correlacionado com maior taxa de reforço, mas sim em ambos. Quanto à administração de ET na resistência à mudança empregando-se extinção como evento perturbador, não se obteve qualquer alteração. Contudo, quando a análise foi voltada à administração da gelatina, fosse com MALTO ou ET, houve diferentes efeitos em relação à fase de linha de base. Na primeira fase do Experimento II (retirada após intoxicação aguda) foi observado que a retirada do etanol teve efeito de evento perturbador apenas para sessões após 12h, mas não após 36h. Na segunda fase (retirada após a administração crônica) não houve efeito de retirada: os ratos continuaram se comportando de maneira semelhante aos dias com etanol. A retirada do etanol somente após a administração aguda apresentou tal efeito, que pode ser explicado devido ao efeito rebote de sua remoção do organismo, que foi observado somente após poucas horas do término do consumo (12 horas). Esse efeito rebote parece ter sido alterado pela taxa de reforço estabelecida nas condições do presente experimento (menos alterada ix na condição com maior taxa de reforço). Essa diversidade de resultados pode ter sido em função das diferenças entre consumo agudo e crônico ou por diferenças nas vias de administração empregadas / A behavior is considered resistant to change as the smallest change is observed before environmental modifications. Therefore, studies on resistance to change have investigated the change in behavior after the administration of some operations which can change the behavior in course (disrupting operation). This approach can be effective regarding investigations related to the effect of drug consumption such as ethanol, which stimulates specific areas in the Central Nervous System responsible for modifications in the reinforcement value of reinforcing stimuli. Thus, the purpose of the present study was to evaluate if the presence of ethanol would bring on any differential alteration in the reinforcement value of conditions with different rates of reinforcement and if its presence could be seen as a disruptive operation. Experiment I consisted of two parts. In the first, the function of ethanol as a disruption operation was analyzed. Ten rats self-administered orally (gelatin) ethanol (ET) 10% or maltodextrin (MALTO) before trial sessions of bar pressing training under a multiple VI 15 s-VI 45 s schedule. On the second part, the bar pressing was in extinction, but the conditions of the self-administration of the substances were maintained to observe the effects of ethanol on the resistance to change of this response. The purpose of Experiment II was to evaluate the effects of ET withdrawal after acute and chronic intoxications. The experiment was divided into two parts. On the first, a single dose of 20% ET was administered by force feeding to rats (n=9) previously trained under multiple schedules VI-VI; after 12 and 36 hours of the administration, the response bar pressing under the schedule VI-VI was observed. On the second part, the same rats self-administered every 12 hours ET gelatin at 10% for 21 days; after 12 and 36 hours of administration, the response bar pressing under the multiple schedule VI-VI was assessed. The results from Experiment I indicated that the consumed doses of ET (10g/Kg) did not function as a disrupting operation. When there was some effect or increase in response rates, it was not only observed in components co-related to a higher reinforcement rate, but in both. Regarding the administration of ET related to resistance to change when employing extinction as a disruption operation, there was no alteration. Nonetheless, when the analysis was directed to the administration of the gelatin either with MALTO or with ET there were different effects related to the baseline phase. On the first phase of Experiment II (withdrawal after acute intoxication) ethanol withdrawal had the effect of a disrupting operation only during sessions after 12hr, but not after 36hr. On the second phase (withdrawal after chronic administration) there was no effect of the withdrawal: rats continued to behave on the same way as they did on the days with ethanol. The ethanol withdrawal only presented such an effect after the acute administration which can be explained due to the rebound effect of its removal from the organism, which was observed only a few hours after the end of the consumption (12 hours). This rebound effect seems to be changed through the reinforcement rate established on the conditions of the present xi Experiment 2 (unless changed in the condition with the highest rate of reinforcement). The same results were not observed after the end of the chronic administration of the ethanol. This difference in results could be due to the differences between acute and chronic consumption or the differences in the methods of administration employed

In the context of globalization, technological advances, and the development of the knowledge economy, organizations must innovate to remain competitive. Recently, the call for innovation in public and nonprofit sector organizations has increased. These organizations, which rely on tax exemption, state allocations, or charitable contributions, must innovate for practical and symbolic reasons. While many factors contribute to innovation capacity, a key variable - employee perceptions of organizational support for innovation - is an influential variable. In several studies, employees who perceived greater organization supported innovation were more likely to behave in innovative ways. Research indicates that perceptions of organizational support for innovation may be affected by organizational trust and individual resistance to change. The purpose of this study was to conduct an exploratory investigation of perceptions of organizational support for innovation among employees of a nonprofit credit union in a Midwestern state. Associations among organizational support for innovation, resistance to change, organizational trust, and several independent variables were measured. A web-based survey, made up of previously tested scales, was distributed to 534 employees and completed by 345, for a 64.6% response rate. Three methods were used to test the hypotheses: principal components analysis, multiple regression analysis, and path analysis. Several significant direct associations were found. As organizational trust and work engagement increased, organizational support for innovation also increased. As resistance to change, conflict, and level of education increased, organizational support for innovation decreased. Two significant interaction effects were also found; the interaction variable of organizational trust and education, and the interaction variable of resistance to change and participation in the innovation workshop each contributed significantly to the model. Importantly, when intervening and independent variables were combined in regression models with organizational trust, only organizational trust showed a significant predictive relationship. Using path analysis, organizational trust was the most important variable in explaining perceived organizational support for innovation. Ranking second and third in importance were conflict and resistance to change. Implications from the study's findings are relevant for organizational strategy, management, and practice. Strategically, leaders must prioritize innovation activities, address differences in disposition among employees, and supply adequate resources. Strategic efforts must also account for the complex stakeholder demands and values that are unique to the nonprofit sector. Managerially, building systems trust, resolving destructive conflict, and leading effectively are of paramount concern to the innovation capacity of nonprofit organizations. Finally, several discrete practices, including appealing to the internal motivation of nonprofit employees, engaging employees in innovation activities, and assuring trust is integrated in innovation systems, are recommended.

Organizational change initiatives in the United States frequently fail with estimated failure rates as high as 90%. Change failure rates resulting from underused and poorly trained front-line managers (FLMs) remained high, with no signs of improvement in the past 2 decades. The purpose of the correlational study, grounded in servant leadership theory, was to examine the relationship between employee perceptions of their FLM's servant leadership dimensions and employee affective commitment to change. A purposive, nonprobability sample of 107 employees of a U.S. manufacturing organization that had recently undergone organizational change completed a questionnaire for the study. Results of the multiple linear regression analysis were not significant, F(7, 107) = .714, p = .660, R2 = 0.045. Though results were not statistically significant, the beta weights for creating value for the community (β = .165) and behaving ethically (β = .168) indicated that creating value for the community and behaving ethically were potentially the most important variables in accounting for variance in the model. The beta weights for emotional healing (β = -.048) and conceptual skills (β = -.047) indicated that emotional healing and conceptual skills were potentially the least important variables in accounting for variance in the model. The findings may be of value to manufacturing leaders developing initiatives to improve change initiative success rates. Support for servant leadership during periods of organizational change has positive social change implications for employees. The practice of servant leadership reduces employee uncertainty and anxiety incurred during periods of change by resolving uncertainties and sustaining employee motivation for supporting organizational change.

This purpose of the study was twofold: to create and assess factors affecting organizational preparation for change and to assist the USF College of Medicine's administrators in developing and implementing an initiative in order to comply with regulations of the accreditation board. Randomly selected program directors participated in three training modules between September and November 2002. The training was targeted toward the development and implementation of learning objectives for medical residents. A panel evaluated the learning objectives developed by both trained and control directors to see whether the training resulted in the development of superior objectives. Additionally, program directors, residents and faculty were surveyed to determine if there was any impact of changes in learning objectives. More specifically, the three groups were surveyed before and after the development of the learning objectives on perceptions of organizational readiness to change and satisfaction with the current resident evaluation system. Respondents included 20 program directors, 56 residents in training and approximately 52 faculty members in the various programs at the USF medical school. Three sets of analyses were conducted. The first of the analyses concerned the immediate outcome of the training. This analysis was based on an expert panel's judgments of the quality of learning objectives generated by the program directors. The second and third analyses concerned more distal outcomes of the training, and focused on (a) perceptions of organization readiness to change and attitudes about resident evaluation, and (b) perceptions of whether any change actually occurred. For both readiness to change and perceptions of resident evaluation, the design was a 2X2X2X3 mixed ANOVA design. A single factor (trials, pre and post intervention) was within participants. The two main factors of interest for the study were between participants; the first between factor was the training program (experimental vs. control group); the second between factor was time pressure (facing more time pressure vs. facing less). The last independent variable, position, was included in the analyses to reduce error from the individual's position with the organization (i.e., program director, faculty, resident). The dependent variables included attitudes concerning resident evaluation procedures and organization readiness for change. For the third analysis, perceptions of whether any changes actually occurred served as the dependent variable. Because such perceptions could only be taken meaningfully at posttest, the design was a 2X2 between participants analysis in which the independent variables were training (trained vs. control) and time pressure (more vs. less). Results indicated that there was no difference in the quality of learning objectives between trained and control groups and no difference in the changes that were reported by residents, faculty and program directors. The training intervention did not have the intended effect as attitudes toward resident evaluations and perceptions of readiness to change did not improve as a function of the treatment. Time pressure did have an effect on perceptions of readiness to change but in the opposite direction from what was hypothesized; programs under less pressure had more positive perceptions of readiness to change. There was a change from time 1 to time 2 based on position; residents perceptions of readiness to change improved over the course of the study while faculty perceptions became more negative and program directors remained the same.

<p>This study aims to understand, describe, and analyze the factors that lead employees resist organizational change efforts. More specifically, by locating various types of roots and symptoms of resistance, we have developed a framework which managers or individuals, who plan to initiate a change program, can use to manage resistance and to benefit, if exist, from the constructive value of resistant behaviors of employees. Findings are drawn from the reinterpretation of two case studies which were conducted on the area. While the first one involves introduction of activity-based costing system in a Portuguese telecommunications company, second one analyzes implementation of a new management program, called BATON, in a university funded research organization. By relying on these case studies, existing models and concepts related to resistance were tested, reinterpreted and an alternative framework to manage resistance is developed. As a result of the study, it is found that despite the amount of theoretical concepts and tools, there is still an important deficiency in terms of resistance management, and managers usually tend to employ pre-set methods to overcome resistance in change management. Findings of the thesis provide those who plan to start and implement change programs with a comprehensive framework to locate, understand and analyze resistance and to take appropriate managerial actions in organizational change efforts.</p>

Abstract Problem: This thesis was made by a commission from Svensk Logistikanalys AB (SLA). SLA is a relatively new firm who is working as a freight broker for firms that wants to lower their freight costs. SLA contacted Jönköpings international business school because they experienced a problem with too many firms, that had SLA’s concept introduced to them, but turned down their services. On the basis of this, following purpose of the report has been stated. Purpose: In this thesis we will study companies that have said no to the services of SLA. The purpose is to find and understand the factors that make them say no to the services. Method: In order to investigate factors that influence potential customer to SLA we interviewed six firms to whom SLA had introduce their concept to, but after a negotiation turned them down. The interviews have been well documented with help from a tape recorder, so there would be no loss of important details. The interviews was then reviewed and compared with the theory and our own opinions of the content of the interviews. Analysis: The analysis is divided into three topics; contact with customers, relations and resistance to change. When analyzing these topics we have gone through all the firms’ topic by topic and this led us to several conclusions. Conclusion: We have found several causes which has influenced SLA’s potential customer to reject SLA’s concept. Something that is common for all the firms are that time of delivery is very important and the uncertainty with introducing a new transportation company influences their decisions. Another cause is the resistance to change that arises when introducing a new transportation company. We also found some skepticism about the savings promised by SLA. / Sammanfattning Problem: Denna uppsats är gjord på uppdrag av Svensk Logistikanalys AB (SLA). SLA är ett relativt nystartat företag som arbetar som fraktmäklare åt företag som vill minska sina fraktkostnader. De kontaktade högskolan eftersom de upplevde att de hade problem med att för många företag, som fick deras koncept presenterat för sig, tackade nej till deras tjänster. Utifrån detta arbetades följande syfte med uppsatsen fram: Syfte: I denna uppsats kommer vi studera företag som tackat nej till SLA:s tjänster. Syftet är att finna och förstå de faktorer som gör att de tackar nej till tjänsterna. Metod: För att undersöka vad som påverkat potentiella kunder till SLA har vi genomfört intervjuer med sex stycken företag som SLA har presenterat sitt koncept för men som efter förhandling inte har köpt deras tjänster. Intervjuerna har noga dokumenterats med hjälp av en bandspelare för att inte missa några viktiga detaljer i intervjuerna. Intervjuerna har därefter granskats och jämförts med den teori som studerats och våra egna uppfattningar av intervjuernas innebörd. Analys: Analysen är uppdelad i tre områden; kontakt med kunden, relationer samt motstånd till förändring. Vid analys av dessa områden så har vi gått igenom alla företagen område för område vilket har utmynnat till flera slutsatser. Slutsats: Vi har funnit flera orsaker till vad som har påverkat SLA:s potentiella kunder till att de tackar nej. Något som är gemensamt för alla företagen är att leveranssäkerheten är av största vikt, och att osäkerheten med att införa en ny transportör påverkar deras beslut. En annan orsak är att den förändring som uppstår vid införandet av en ny transportör är jobbig samt skapar motstånd hos dem som jobbar närmast transportören. Vi har även funnit en viss skepsis hos företagen till SLA:s lovade besparing vid upphandlingstjänsten.

Research has shown that social pressure is related to treatment motivation and plays an important role in treatment engagement in adults with problematic substance use. Despite the shifts in autonomy and decision-making in emerging adulthood, the factors affecting treatment motivation (e.g., readiness to comply with treatment) and motivation to change (e.g., problem recognition and taking steps towards change) during this period have been largely ignored. In this study, 134 youth presenting to an outpatient substance abuse program completed questionnaires investigating substance use history, mental health, social pressure to reduce use and enter treatment, and motivation. Results indicated that peer pressure accounted for significant variance in internal positive and internal negative treatment motivation. Family pressure was related only to external treatment motivation. Neither social network source had a significant impact on motivation to change. Limitations, directions for future research and treatment implications are discussed.