The National Values Impact on Organizational Change in Public Organizations in Qatar

Saeed Hameed Aldulaimi,Md Saaid Sailan

doi:10.5539/ijbm.v7n1p182

Abstract

This paper aims to investigate the impact of Hofstede's five dimensions of national values (Power Distance,Individualism, Uncertainty Avoidance, Masculinity, and Long-Term Orientation) on commitment toorganizational change and individual readiness for change.No empirical research of the influence of national values on organizational change was conducted. Structuralequation model employed in particular confirmatory factor analysis and path analysis procedures was used to testthe hypothesized model.Findings of this study offer valuable insights on why cultural values should be differentiated as they relate todifferent individual readiness and commitment to change. The findings of this study will be useful to the policymakers and organizations that plan to accomplish change initiatives, particularly those in Arabic region.Managers at international corporations can also benefit from this study if they have business dealings with thepeople from this region. The study is among the first that investigates the issue of change implementation fromthe perspective of national cultural values.

Highlights

In the globalization era, countries attempt to apply their national strategies to support their advancement in economic, social, and human levels
There is a growing interest in understanding how change is experienced by individual employees (Judge et al, 1999) and researchers are beginning to investigate the role of employee commitment in organizational change situations (Herscovitch and Meyer, 2002); because employees with strong organizational commitment tend to be more productive and more willing to assume larger responsibilities (Herscovitch and Meyer 2002; Abbott et al 2005)
Root Mean Square Error of Approximation (RMSEA) estimates the amount of error of approximation “per model degree of freedom and takes sample size into account” (p.139)

Summary

Introduction

Countries attempt to apply their national strategies to support their advancement in economic, social, and human levels. It is vital to understand that people are the most important component of change (Kesterson & Broome, 2005). There is a growing interest in understanding how change is experienced by individual employees (Judge et al, 1999) and researchers are beginning to investigate the role of employee commitment in organizational change situations (Herscovitch and Meyer, 2002); because employees with strong organizational commitment tend to be more productive and more willing to assume larger responsibilities (Herscovitch and Meyer 2002; Abbott et al 2005). A previous research implies that organizational commitment would be an important determinant of organizational change

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