A mediated model of the effect of organizational culture on the intentions to engage in change-supportive behaviors: insights from the theory of planned behavior

Abstract

This study positions perceived organizational culture's (OC) as an important internal contextual factor that influences employee reactions to change. Drawing on the theory of planned behavior (TPB) and organization theory research, we analyze the mechanisms through which employee perceptions of OC generate its effect on employee responses to organizational change. Data from a field study of 171 employees in Kurdistan Region of Iraq's public school teachers showed that employee perceptions of developmental culture were positively and directly related to their change-supportive intentions (CSIs) and, as suggested by the TPB, its effects are simultaneously mediated by change-related attitude (CRA), subjective norm and perceived behavioral control. However, our findings demonstrated that hierarchical culture was only indirectly related to employee CSIs; this relationship was mediated only by CRA and subjective norm. This study is important because it broadens the remit of OC's role as change agent and provides valuable insight into how OC influences employee responses to change efforts in public organizations.

The Relationship Between Public Service Motivation and Affective Commitment in the Public Sector Change: A Moderated Mediation Model

“…Many management studies notice that the decisive way to succeed with organizational change is with the proactive support of change recipients (Oreg et al, 2018;Ahmad et al, 2020a). However, compared to learning why public sector change affects those recipients differently, as private sector management researchers do in that context (Oreg, 2006), public administration scholars are more interested in issues from a macro perspective, such as reform design, structural adjustment, and reform-effect evaluation (Kiefer et al, 2014;Ahmad et al, 2020b). But frontline public employees implement the actual public sector changes; hence, the extent to which public employees proactively engage in organizational change is also essential for its success (Kelman, 2005;Hassan et al, 2020).…”

Cultural dimensions as key aspects to change and improve school performance: a qualitative study in the Brazilian public schools

“…, 2011). Ahmad et al. (2023) debate the capacity of the organizational culture to change the school management and points out the change-supportive intentions as positive related.…”

Predicting HR Professionals’ Adoption of HR Analytics: An Extension of UTAUT Model

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