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The mergers and acquisitions impact the firm’s marketing strategy to target the potential market. To compete with conventional banks, Shariah banks have accommodated financial technology (Fintech) and digitalisation to retain existing customers and attract potential customers. Furthermore, this study aims to analyse the role of organisational trust and commitment in mediating the effect of perceived organisational support and managers’ perceptions of the readiness for Shariah-compliant Fintech adoption.

To obtain information, 115 managers from Shariah bank in Indonesia were surveyed. The data were then analysed using PLS-SEM with SmartPLS software.

Perceived organisational support became crucial in improving readiness to adopt the digitalisation initiative and adhere to Shariah norms. Moreover, organisational trust and commitment fully mediated the effect of perceived organisational support and manager’s readiness to change towards Shariah digital bank.

Adopting Fintech and its services can offer better value to customers. Digital technology has supported the merger acquisition of Shariah bank to reduce operational costs and improve productivity and service quality. The Fintech adoption in Shariah banks needs to align with a marketing strategy that can add value, offer efficient services and ensure that all transactions are safe, transparent and Riba-free (interest charged on financial transactions).

From Shariah bank’s perspective, the role of organisational support in Fintech adoption is limited, and there is a lack of studies investigating managers’ readiness to change in post-merger and acquisitions. This study sheds new light on how Shariah banks must offer Fintech services and adopt digital technology to remain relevant and competitive. This study provides evidence of Shariah-compliant bank readiness and organisational support and commitment enablers using two mediating mechanisms. Properly adopting Fintech can provide superior service and Shariah-compliant banking services.

This study proposes to understand the conditions favorable for readiness for organizational change. The analysis helps in proposing managerial interventions that would be useful for change management in an organization.

The study employs an empirical methodology to investigate the effect of individual and organizational factors on readiness for organizational change. The study has used descriptive research design. Bivariate linear regression is used to test the hypotheses, and multiple regression is used to identify the pertinent factor that affect individual's readiness for organizational change. Thereby, a causal relationship model is proposed, using few pertinent factors which are tested using the structured equation modeling (SEM) technique.

First, each of the factors independently has a significant effect on readiness for organizational change. Second, the prior experience of change, commitment towards organization and participation in decision-making are the pertinent factors that affect readiness for organizational change. Lastly, commitment towards organization partially mediates the relation between participation in decision-making and readiness for organizational change.

The analysis helps in proposing managerial interventions that would be useful for change management in an organization. It investigates how individual and organizational characteristics influence employees' readiness for organizational change, causing them to adopt the change process.

To the best of the authors’ knowledge, this is one of the first studies that investigates the pertinent individual factors and the organizational factors that affect readiness for organizational change in the context of an emerging economy, India.

The purpose of this paper is to “identify”, “analyze” and “construct” a framework to quantify the relationships between several determinants of organizational preparedness for change in the start-ups during the COVID-19 emergencies.

Total interpretive structural modelling (TISM) is used to find characteristics that assist in analyzing the readiness or preparedness level before initiating a change deployment process in start-ups. A cross-impact matrix multiplication applied to classification (MICMAC) analysis is performed to determine the driving and dependent elements of change in start-ups.

From literature research and an expert interview, this study selected ten variables of change preparedness to explore inner interconnections and comprehend the inner connections factors. The findings depict that clarity of mission and goals, reward system, technological advancement and motivational readiness have been considered the most important readiness factor for deploying organizational change in start-ups during the COVID-19 emergencies.

This research will aid the management and researchers gain a better understanding of the factors that influence change preparedness. Constant observation of current changes in the start-ups and the external environment will aid in improving the quality of products or services provided by the start-ups during the COVID-19. The start-ups can use these criteria linked to change readiness. The priority of each element is determined using MICMAC analysis and ranking using the TISM technique, which assists start-ups in ordering the enablers from highest to lowest priority.

There is no research regarding factors influencing organizational readiness for change in start-ups during the COVID-19 emergencies. This research gap is filled by analyzing aspects linked to organizational readiness for change in start-ups. This gap inspired the present study, which uses the “Total Interpretive Structural Modelling (TISM)” technique to uncover change determinants and investigate hierarchical interconnections among factors influencing organizational readiness to change in start-ups during the COVID-19 emergencies.

The purpose of this paper is to explore the role of trust, perceived organizational support, and emotional attachment in bridging the gap between resistance and readiness to change.

A conceptual model including five constructs is developed. The questionnaire survey using the study variables readiness to change, trust, perceived organizational support, emotional attachment, and resistance to change was used in this study. Descriptive statistics and mediation regression analysis are used to test all hypotheses using the survey data of 276 middle-level managers.

The findings reflect how readiness to change reduces the impact of resistance to change during organizational change. Furthermore it also finds that how trust, perceived organizational support, and emotional attachment mediates the relationship between resistance and readiness and reduces the gap between the two.

The findings in the study have made significant contribution to the literature especially on middle-level managers in the Indian context. There was a paucity of research done on the study variables. The mediating effects of the study variable have never been explored earlier and therefore make an immense contribution to the field of knowledge for practitioners and academicians.

The research results have many practical implications. It could be established that trust, perceived organizational support, and emotional attachment have a strong and positive association with the management of change. Linking of study variables during change is helpful for the top managers for better understanding during a major organizational change. Supporting the employees through human touch during change will lead to easier transition. Understanding of various dimensions that influence employee to readiness for organizational change is an important endeavor for organizational change.

The research is of utmost significance for the top management as it can provide a better insight to understand and keep in mind the key aspects during organizational change in such a way that chances of resistance reduces to minimal. If the employees are contented by receiving support from their bosses, if there exists a mutual trust which increases emotional attachment, introducing change in the organization will be much easier for the management.

This research attempts to investigate how during times of turbulent change in an organization trust between the employees and their supervisor, perceived social support, and emotional attachment with the organization positively impact the change management process. The findings provide valuable insights for the top management to understand the psyche of its employees and provide them a human touch during the time of organizational change.

This paper aims to examine empirically, within the context of the public sector, in what way the overall quality perception of an individual’s network relationships at work affect the psychological condition known as change readiness. Moreover, the research examines whether tacit knowledge and organizational climate can have indirect effects on the relationship between universal network quality perception and change readiness.

The data were collected through a self-reported survey from 105 individuals employed on a full-time basis by the government sector in Abu Dhabi, UAE. Using regression and mediation analysis, three hypotheses are tested relating to the direct effect of universal network quality perception and change readiness, accompanied by the indirect effects of tacit knowledge and organizational climate on the preceding relationship.

The results emanated from statistical analysis show that universal network quality perception has a positive association with change readiness, and tacit knowledge and organizational climate mediate significantly the relationship between the universal network quality perception and change readiness.

Considering the nature of the study, conclusions with regard to causality might not be that strong as the findings relevant to the dependent variable represented by change readiness are not based on longitudinal research and the sample comprises only local people with similar cultural background. Therefore, study conclusions may not be suitable for generalization.

The mediating effects highlight the consideration of tacit knowledge and organizational climate as influential organizational mechanisms within the framework of a proactive change management practice due to their positive impact on the psychological uncertainty and lack of job content competencies that a change initiative might cause to employees and their behavioral reactions.

The paper reveals the role of universal network quality perception as a conduit of positive social influence on change readiness. This role becomes significantly elastic when tacit knowledge and organizational climate become notable links of relationship quality because of their ability to trigger favorable psychosocial behavioral patterns toward organizational change. Furthermore, this study expands the literature on organizational change readiness factors in the UAE, for which few studies currently exist.

The purpose of this paper is to identify, analyze and develop a model to measure the interactions among different factors of organizational readiness for change in service sector specific to healthcare organization. The total interpretive structural modeling (TISM)-based readiness for change is to build a theoretical framework to understand the mutual interactions among the factors and to identify the driving and dependence power of these factors.

TISM is used to identify factors that contribute to analyze the readiness state before starting a change implementation process in healthcare. Matrice d’Impacts croises-multiplication applique´ a classement analysis is used to find the driving and dependent factors of change in healthcare.

This paper identified 12 factors of readiness for change from literature review followed by expert interview to understand the inner connection of factors and study inner relationships. The result says that state of affairs, recent trends in healthcare sector, technology advancement and interdependence among departments are key factors for readiness of change.

This research mainly focused on readiness factors for change in the healthcare sector.

This study will be useful for researcher and practitioners to understand the readiness factors for change.

In this research work, TISM-based readiness for the change framework structural model has been proposed for healthcare organizations which is a new effort in the area of organizational change management in this sector.

This paper aims to propose a conceptual model for understanding the influence of change readiness on knowledge management processes and knowledge management effectiveness. It is suggested that change readiness should be assessed as a multidimensional construct consisting of psychological and structural facets. Furthermore, as the process of managing organizational knowledge requires interaction among members of the organization, a holistic view of readiness at individual and organizational levels is presented.

A comprehensive literature review results in the development of the conceptual model that depicts potential relationships between change readiness and knowledge management processes. It also postulates the effects of different knowledge management processes on effective knowledge management implementation.

Potential implications of change readiness from both psychological and structural dimensions for knowledge acquisition, creation and sharing processes are put forward. Further, it offers possible fruitful areas for continuous research of knowledge management effectiveness from a change perspective.

This article puts forward a number of potential relationships among the construct that are empirically testable to further understanding of multidimensional change readiness influences on the various types of knowledge management processes and its effective implementation.

Through a conceptualisation of the relationships between change readiness, knowledge management processes and knowledge management effectiveness, this paper offers a number of practical guidelines for the development of knowledge management policy and a road map from a change management perspective.

Previous literature on knowledge management focuses on understanding organizational readiness to promote successful knowledge management implementation in terms of the structural dimension. This paper proposes understanding of change readiness from a more comprehensive perspective comprising both psychological and structural readiness and its influences on knowledge management processes, which could affect overall effectiveness of knowledge management implementation.

Over the last decade, circular economy (CE) has gathered interest from both industrialists and academics alike. Whilst CE research is widespread in such areas as supply chain and larger organisations, there is limited research into how small to medium enterprises (SMEs) can prepare for adopting CE. There is no comprehensive readiness model for SMEs adopting CE. The purpose of this paper is to explore the literature on change readiness and generate knowledge to fill this gap by developing a conceptual model to measure change readiness for SMEs' adopting CE.

This study is based on a comprehensive literature review of change readiness models and frameworks. The paper reviews publications from Science Direct, Web of Science, Emerald, Scopus and Google Scholar. The readiness for change models and frameworks from the selected publications are evaluated and synthesised to develop a comprehensive conceptual model for change readiness for SMEs adopting a circular economy.

A readiness conceptual model is developed by incorporating several factors as precursors to readiness, i.e. individual/collective difference, structural, contextual factors and related barriers. Eleven factors make up the individual/collective difference. Three factors make up the structural and contextual factors.

This paper develops a conceptual model that can aid academics and practitioners in better understanding SMEs readiness to adopt CE.

This paper makes a unique contribution by proposing a comprehensive conceptual model of readiness for SMEs adopting CE.

The readiness level may vary on the basis of what employees perceive as the balance between costs and benefits of maintaining a behavior and the costs and benefits of change. The purpose of this paper is to examine the concept of individual readiness to change and the impact of perceived impact of organizational change on its relationship with personality and context characteristics.

In all, 183 employees of a technological company based in Greece completed a questionnaire. This company was implementing a large scale restructuring change project.

The results show that perceived impact of change mediates the relationship between the pre-change conditions and work attitudes and individual readiness to change.

Employees who are confident about their abilities they experience high levels of readiness to change and therefore managers may want to examine this variable when selecting people for jobs entailing change. Creating a climate of trust and enhance positive communication also have an influence on individual readiness to change. Satisfied employees are more ready to change because they weigh the positive consequences of changing as significant and therefore decide to embrace change.

This research addressed the need for a more person-oriented approach in the study of change, exploring the concept of individual readiness to change and the perceived benefit of this change.

The purpose of this paper is to analyze change process perceptions of public service employees and document how change readiness belief salience fluctuates and evolves throughout the implementation of a major organizational restructuring effort.

This research is a longitudinal multiple-case study of a major transformation initiative in a large North American public recreation organization. Over the course of 15 months, the authors conducted four rounds of personal interviews with 19 participants (65 interviews in total, each lasting 25–45 min). Additionally, the authors analyzed internal e-mail correspondence, memos, and meeting agendas, as well as external stakeholder communication. Finally, the primary researcher spent a significant amount of time collecting field notes while shadowing high-level managers and employees and attending meetings.

Overall, the authors documented a clear hierarchy of change readiness dimensions. The relative strength and temporal persistence of these dimensions can be traced back to various public organizing particularities. Moreover, the authors found that an initial focus on some readiness dimensions facilitated subsequent sensemaking processes whereas others hindered such engagement with the change project.

This research is the first to empirically document temporal fluidity of change readiness dimensions and salience. Moreover, it offers a rare in-depth look at a changing public service organization.

This research helps change agents in developing tailored change messages and to better understand potential sources of frustration and resistance to change efforts.

No similar efforts exist to document the underlying dynamism of evolving change readiness perceptions.