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This study aims to discover the general trends, the structural characteristics of the knowledge base, and developments in the field of internationalization of higher education (IHE) in Turkey. In this respect, the studies published in journals indexed by SSCI, SCI-Expanded, ESCI, and AHCI in Web of Science (WoS) between January 1, 1975, and November 20, 2021, were analyzed. The dataset included 260 articles. We administered descriptive analysis reflecting the topographical features and the dynamics of the related literature through Excel and the WoS analysis tools. We conducted bibliometric analyses to shed light on the current view of the literature and reveal the intellectual structure of the knowledge base and topical foci. The volume of the research in the field of IHE in Turkey and their yearly distribution suggests that this area of research is still in its infancy; however, there has been a rapid growth in the number of publications recently. Author co-citation analysis reveals four distinct schools of thought labeled as “Higher Education Policy Studies in EU,” “Global Socio-politics and Economics of IHE,” “Socio-cultural and Psychological Dimensions of Internationalization” and “Language Studies.” Finally, topical foci in the knowledge base emerged as “International Student Mobility,” “Psychological and Cultural Adaptation of International Students,” “Higher Education Policy Reforms,” “International Staff Mobility” and “Migration Related Issues.” The results are discussed with related review studies and suggestions for future research are provided.

In recent times, progression of technology and growing demands of customers have substantially influenced the services sector to introduce fast real-time mechanisms for providing up-to-mark services. To meet these requirements, organizations are going to change their end-user operating systems but success rate of change is very low. The purpose of this paper is to address one of the practitioners’ complaint “no one tells us how to do it” and uncovers the indirect effects of knowledge management (KM) strategies: personalization and codification, toward organizational change via organizational learning and change readiness. The current study also highlights how organizational learning and change readiness are helpful to reduce the detrimental effects of organizational change cynicism toward success of a change process.

Temporal research design is used to get the appropriate responses from the targeted population in two stages such as pre-change (Time-1) and post-change (Time-2). In cumulative, 206 responses have been obtained from the banking sector of Pakistan.

The results of the current study are very promising as it has been stated that KM strategies have an indirect effect on successful organizational change through organizational learning and change readiness. Moreover, change cynicism has a weakening effect on a change process and can be managed through effective learning orientation of employees and developing readiness for change in organizations.

Change agents have to use an optimal mix of personalization and codification strategies to develop learning environment and readiness for change in organizations that are beneficial for implementing a change successfully. Moreover, change readiness and organizational learning in the context of change are equally beneficial to reduce organizational change cynicism as well.

This study is introducing a unique model to initiate a change with the help of KM strategies, organizational learning and readiness for change.

The most critical phase of a change process is change implementation and it is evident that the masterfully originated change process fails due to its poor implementation. Therefore, the purpose of this paper is to profile how knowledge management (KM) strategies, personalization and codification, are helpful in successful change implementation by reducing employee cynicism and increasing the level of readiness for change.

Data were collected from 196 executives of National Bank of Pakistan at Time 1 (pre-implementation) and Time 2 (post-implementation) with the temporal research design. Multiple regression analysis is used to test the direct effect; Preacher and Hayes (2004) test is applied to measure the mediating effect and guidelines of Aguinis (2004) are followed for analyzing the moderating effect.

The result of the direct effect shows that both KM strategies have significant positive effect on successful change implementation. Further, mediation analysis proves that readiness for change partially mediates between KM strategies and successful change implementation. In addition, partial interactive effects of employee cynicism is observed between readiness for change and successful change implementation.

The management should initiate steps to boost personalization and codification strategies at their optimal levels. This would ultimately be helpful to implement a successful change through developing readiness for change and reducing the employee cynicism regarding change.

The area of successful change implementation in the context of KM strategies was untapped, and is examined in this study.