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Although change is a necessary part of organisational life, achieving a successful change is complex. Change readiness is a critical element in successful change implementation, yet studies assessing change readiness as an underlying mechanism in the link between organisational-level factors and successful change implementation are scarce, particularly in the African context. Accordingly, the present study examined the extent to which change readiness mediates the link between learning organisation and successful change implementation in the Ghanaian context.

The study utilized a standardized questionnaire to collect data from 364 participants, working in public and private universities in Ghana. The participants were selected via the convenience sampling strategy to complete the survey on the main variables at a single point in time. The study was purely quantitative, as path analysis – a form of structural equation modelling was employed to test the hypothesized relationships in the study.

The results show that both learning organisation and change readiness facilitated successful change implementation. Finally, it was observed that change readiness served as an important mediating mechanism in the link between learning organisation and successful change implementation.

Change readiness was found to explain the link between learning organisation and successful change implementation. Thus, it is important that managers and leaders of public and private sector educational institutions in Ghana invest resources into preparing and getting employees to accept, be committed to and ready for change.

The present study contributes to the scarce knowledge of the mediating role of change readiness in the link between learning organisation and successful change implementation in the African context.

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.

Although the measurement of organizational readiness for change has been encouraged, measuring readiness for change poses a major empirical challenge. This is not because instruments designed to do this are not available. Researchers, consultants, and practitioners have published an array of instruments, suggesting that readiness can be measured from various perspectives and the concept of readiness has not been clearly defined. This paper reviews the history of the readiness concept, the perspectives used to assess readiness, and the psychometric properties of readiness instruments. Based on the review, an integrated definition of readiness is presented along with the implications of the definition for research and practice.

This study focuses on the factors that determine the readiness of hotels to implement customer relationship management (CRM) in hotels within the context of Ghana. The sample consisted of 292 employees (restaurant managers, customer service officers, customer relations' officers, and marketing managers) from 3- to 5-star hotels. The study adopted a quantitative deductive approach to collected data using cross-sectional survey, which was analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings revealed that management change initiatives and culture have significant impact on organizational readiness to implement CRM in hotels, specifically Ghana. Also, the organizational culture partly mediates management change initiatives and organizational readiness to implement CRM activities. On the other hand, use of technology proved not to mediate management change initiatives and organizational readiness as the relationship proved not to be significant. Also, culture and use of technology have not mediated management change initiatives and organizational readiness as the indirect path proved not to be significant. The outcomes have useful implications for CRM adoption by hotel managers.

Utilizing the social cognitive theory, this study aims to suggest that organizations that promote high-performance work practices (HPWPs) are instrumental in fostering an individual's affective commitment to change through the explanatory process of an individual's readiness to change. In addition, high adaptive leadership would also strengthen HPWPs and readiness to change relationships.

This study tested the hypotheses using a temporally segregated research design across three time waves (n = 337).

This study found support for the direct, mediating, moderating and mod-med hypotheses. The results of this study corroborate that a high adaptive leadership and an organization implementing HPWPs set the stage for creating an individual's affective commitment to change via their readiness to change.

The current study integrates the change management, leadership and HRM literature by suggesting a unique mechanism and boundary conditions that advance research and practice in an individual's willingness and acceptance to change. Based on the study's findings, the authors suggest theoretical and practical implications for research and practice.

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.

The coronavirus disease 2019 (COVID-19) pandemic has forced organisations to change the way they work to maintain viability, even though change is not always successfully implemented. Multiple scholars have identified employees' readiness for change as an important factor of successful organisational change, but research focussed on psychological factors that facilitate change readiness is scarce. The purpose of the present study was to investigate whether employee dispositional mindfulness contributes to readiness for change.

Employees (n = 301) from various industries in New Zealand participated in an online survey shortly after the local COVID-19 lockdown ended. The employees' levels of mindfulness, readiness for change, well-being and distress were assessed using well-validated psychometric scales. Multiple regression analyses tested the effect of mindfulness on readiness for change, with well-being and distress as moderating variables.

The results show that the effect of mindfulness on readiness for change is moderated by both well-being and distress. Mindfulness has a positive, significant effect on readiness for change when levels of well-being are high and levels of distress are low.

These findings have important implications for organisations who aim to promote readiness for change in their employees. Even though mindfulness has been shown to be beneficial, organisations also have to consider the mental states of their employees when managing change.

This study provides empirical evidence that dispositional mindfulness may facilitate the employees' readiness for change, but only when levels of well-being are high and distress are low.

This study aims to show how change readiness shapes the knowledge acquisition process. The study elicits change readiness factors, at the individual and firm levels, that influence the knowledge acquisition process and are based on the context of professional service firms.

The qualitative study is grounded in interpretive philosophy and adopts a multiple-case study design. Three New Zealand Professional Service firms were analyzed for this study. Using grounded theory analysis, categories and concepts of change readiness that shape knowledge acquisition were identified.

Knowledge acquisition understanding, knowledge acquisition context and individual differences, represent primary dimensions defining change readiness for the knowledge acquisition process. Finally, distinctive firm archetypes, inter-profession differences and professionals’ demography, affect the way change readiness elements shape the knowledge acquisition process in the firms studied.

The study develops a theoretical model that shows how elements of change readiness, at the individual and organizational levels, influence knowledge acquisition. The study offers several propositions that could be tested in future studies. The study involves three professional service firms; hence, interpretation of the findings is limited.

A holistic understanding of change readiness factors that influence knowledge acquisition could mitigate failures of knowledge management processes in organizations.

It is the first empirical study that seeks to develop a theory on how change readiness elements influence knowledge acquisitions in the organization. To offer more contextualized findings, the study is done within the professional service industry.