Understanding organizational change implementation with integration of self-determination theory and knowledge management strategies: The mediating role of employee readiness to change

Abstract

Expanding competitive business markets, restructuring, rightsizing, privatisation and government legislation are increasing the pressure for organisation change (OC) to stay alive. Therefore, dynamic organisations need to focus on fostering employee motivation and knowledge management strategies to implement successful organisational change. We advance the body of knowledge on this subject by proposing a motivational research model that combines two well-known theories: self-determination theory and knowledge management strategy. The research model was empirically tested using 350 responses collected from government employees of Saudi Arabia. Data was analysed using the structural equation modelling (SEM). Findings revealed that newly developed integrated model had significant influence on employee readiness and explained 59.5% variance in employee readiness to change. The importance performance matrix analysis (IPMA) suggested that manager and policy makers should pay attention on personalisation knowledge and employee readiness to change in order to bring successful organisational change implementation.