Successful Organizational Change Research Articles

Sustaining successful organisational change through leadership competence within Bahrain oil and gas: the power of Sustainable Network Leadership approach

PurposeDespite some academic recognition that leadership is particularly significant in reshaping the oil and gas industry’s contributions to global economic development and the sustainability of global energy supplies at affordable prices (Sharma et al., 2022), the attendant problem of how the industry’s leadership contributes towards the preservation of global environment and the maintenance of ecosystems’ balance, among other sustainability challenges, remains an academic lag. This calls for the urgent need for oil and gas companies to practice effective sustainable leadership approach at multiple organisational levels to address global environmental, economic and social challenges.Design/methodology/approachThis paper adopts an interpretivist/constructivist philosophical stance, where findings have been extracted from in-depth thick descriptive qualitative research in Bahrain oil and gas industry. Companies operating within Bahrain oil and gas industry were identified as the unit of analysis. Empirical data are gathered through semi-structured interviews from senior management and analysed using thematic analysis. This paper is structured as follows: introduction, contextualisation of the UNSDGs in the oil and gas industry, literature on network leadership, research methods used to gather and analyse data from Bahrain oil and gas industry findings, contributions, limitations and trajectories for further studies.FindingsThe study’s participants argued that the emergence of transformational and Sustainable Network Leadership is essential to successfully and sustainably implementing the UN SDGs. In other words, the Sustainable Network Leadership is a contribution to the single, leadership competences approach of previous scholarship (Weber et al., 2022; Kumalo and Scheepers, 2021) partly because it evolves around the notion of positioning different network and change actors based on their capacity to lead, exchange their knowledge, effectively communicate the need to comply with SDGs and the skills to establish high density within a complex network of actors.Research limitations/implicationsThis study recognises its limitations in the sense that it is based on the single context of Bahrain oil and gas, and data were collected from senior management and executives only. Gathering data from a broader swathe of employees may have provided greater levels of leadership and organisational member nuances in both single and collective differences of leadership attributes.Practical implicationsTransformational and Sustainable Network Leadership provides a new construct in the perception (the “what”), instrumentalisation (the “how”) and theoretical re-conceptualisation of leadership within organisational change settings needing radical rethink for sustainable and successful change. The practical implications of transformational and Sustainable Network Leadership expose the way a variety of highly challenged organisational change contexts are interconnected to highlight not only their different sets of challenges but also their opportunities and the resolution mechanisms they present for organisational leaders and staff alike.Originality/valueThis paper identified the single, leadership competence approach as the dominant discourse in organisational change, leadership studies and presented an alternative collective set of leaders’ attributes. The less utilised network leadership concept was drawn upon to contribute network leadership attributes as a way of addressing the challenges faced by Bahraini oil and gas company leaders. Therefore, this study contributes to both network leadership, transformational leadership by expanding both domains to include organisational transformation and the leadership-of-risky change. This was done by identifying attributes and characteristics of Sustainable Network Leadership, then showing their significance as an approach to successfully and sustainably implementing the UNSDGs.

Using complex adaptive systems (CAS) framework to assess success factors that lead to successful organizational change: a new way to understand change implementation for success

Using complex adaptive systems (CAS) framework to assess success factors that lead to successful organizational change: a new way to understand change implementation for success

Digital leadership, business model innovation and organizational change: role of leader in steering digital transformation

PurposeScholars and practitioners acknowledge that digital leadership can help organizations gain a competitive advantage. This article focuses on the characteristics, styles and skills needed for effective digital leadership. It looks at the role of digital leaders in innovating business models and introducing organizational change required for a successful digital transformation.Design/methodology/approachThis paper is based on a comprehensive literature review of digital transformation, digital leadership, business model innovation, and organizational culture. It draws on institutional theory (INT) the neo-institutional theory (NIT). It draws from Science Direct, Web of Science and Google Scholar publications. A proposition and a conceptual framework are developed based on evaluating and synthesizing the literature.FindingsWe find that specific leader characteristics (agility, participative, innovativeness and openness), styles (democratic and transformational) and skills (cognitive, social, technological and digital) enable successful business model innovation and organizational change, all of which allow successful digital transformation of firms.Originality/valueThe literature on digital transformation has not been well integrated with the leadership literature. This is particularly true in terms of the role digital leaders play in the successful digital transformation of firms. The conceptual framework and a way forward proposed in this paper introduce future research directions on the topic.

Enabling successful change in a high-demand working environment: a case study in a health care organization

PurposeThe anticipation of organizational change and the transition process often creates uncertainty for employees and can lead to stress and anxiety. It is therefore essential for all organizations, especially those that operate in high-demand working environments, to support the well-being of staff throughout the change process.Design/methodology/approachResearch on how employees respond to the organizational change of relocating to a new work space is limited. To fill this gap in the research, we present a case study examining the well-being of clinical and health care employees before and after a disruptive change: relocation in workplace facilities. In addition, factors that enabled successful change in this high-stress, high-demand working environment were investigated. Interviews were conducted with 20 participants before the relocation and 11 participants after relocation. Following an inductive approach, data were analyzed using thematic analysis to identify key themes.FindingsOur findings suggest that a supportive team, inclusive leadership and a psychologically safe environment, may buffer negative employee well-being outcomes during disruptive organizational change.Originality/valueThis research contributes to the literature on successful organizational change in health care by highlighting the resources which support well-being throughout the change process and enabling the successful transition to a new facility.

Change competence: An integrative literature review.

Organizations are in a state of continual evolution, driven by the relentless shifts in their external environments. Numerous theories have been proposed to understand the essential skills and capabilities for successful organizational change. Yet, there remains a gap in capturing a holistic view necessary to fully comprehend the dynamics of competence in today's rapidly changing landscape. This research aims to explore and consolidate the concept of 'competence' in the context of organizational change processes. Employing an integrative literature review approach, a total of 3,230 studies were screened. Out of these, 32 studies were selected based on strict relevance and quality criteria, providing a robust foundation for the analysis. The findings reveal a multi-layered nature of organizational change, highlighting that the nature and prerequisites of change vary significantly across different organizational levels. By applying a competence lens, we discern how required competence during change are not uniform but rather vary depending on whether they are applied in an operational or strategic context. This demonstrates a nuanced, level-dependent variability in change competence across the organizational hierarchy. We conceptualize 'change competence' as a dual-faceted construct. It encompasses both the capacity to leverage existing organizational competence and the adeptness to develop new competence, thereby meeting the evolving demands imposed by both internal and external drivers of change. This comprehensive understanding paves the way for more effective strategies in managing organizational change.

Managing Organisational Change: The Role of Polyphony and Emotional Reflexivity

Despite the profound impact of polyphonic practices in helping leaders and organisational members to achieve a successful organisational change effort, many organisations are still unable to engage in excellent change communication activities. As such, the organisations will face difficulties in achieving their short and long-term goals, create more misunderstandings among employees, and diminish both employees and customers’ trusts. Previous research studies have also progressively highlighted cultural factors has been one of the influential factors that affect the communication behaviours of organisational members and leaders during change. Since research that focuses on middle managers’ polyphony practices especially those in a collectivistic society has been minimal, this research was conducted to examine how polyphonism is practiced by the studied organisation during organisational change. Using middle managers’ conversations on emotional reflexivity during change, this research was conducted to obtain a rich understanding on the studied phenomenon. Communicative Constitution of Organisations the Montreal School (CCO TMS) theory was used to guide the present research and semi-structured in-depth interviews with thirty middle managers of a Malaysian (aerospace component manufacturing) organisation were carried out. The data was analysed using thematic analysis. The data revealed polyphony are strongly enforced by the respondents and their leaders through five steps of practice: mutual recognition, mutual trust, dialogic sessions, mutual understanding, and mutual agreement. The respondents also acted as polyphonous leaders: leader and decision maker of subordinates’ interactions, and leader for ideas’ diversity. The themes also reflected the emotional reflexivity practiced by the respondents which are self-consciousness, empathy, self-control, motivation and social skills. This research helped to contribute new traits to the unique face of Malaysians’ identities. It also shows the importance in attending to middle managers’ conversations on change since middle managers’ acceptance towards change are being influenced from their emotional reflexivity and organisation’s polyphony practice.

Toward a Theory of Organizational DNA: Routines, Principles, and Beliefs (RPBs) for Successful and Sustainable Organizational Change.

Organizational change is a key mechanism to ensure the sustainability of healthcare systems. However, healthcare organizations are persistently difficult to change, and literature is riddled with examples of failed change endeavors. In this chapter, we attempt to unravel the underlying causes for failed organizational change. We distinguish three types of change with different levels of depth that require different change approaches. Transformations are the deepest forms of change where beliefs and principles need to be modified to successfully influence routines. Renewals are deep forms of change where principles need to be modified to successfully influence routines. Improvements are shallow forms of change where only modifications at the level of routines are needed. Using deoxyribonucleic acid (DNA) as our metaphor, we propose a theory of "organizational DNA" to understand organizations and these three types of organizational changes. We posit that organizations are made up of a double helix consisting of a so-called "social string," which contains the "soft" interaction or communication among the organization's members, and a so-called "technical string," which contains "hard" organizational aspects such as structure and technology. Ladders of organizational nucleotides (i.e., Routines, Principles, and Beliefs) connect this double helix in various combinations. Together, the double helix and accompanying nucleotides make up the DNA of an organization. Without knowledge of the architecture of organizational DNA and whether a change addresses beliefs, principles, and/or routines, we believe that organizational change is constrained and based on luck rather than change management expertise. Following this metaphor, we show that organizational change fails when it attempts to change one part of the DNA (e.g., routines) in a way that renders it incompatible with the connecting components (e.g., principles and beliefs). We discuss how the theory can be applied in practice using an exemplar case.

Managing Organizational Change: The role of Middle Managers’ Stories and Emotional Reflexivity

Previous studies have increasingly emphasised on the important roles of middle managers’ emotions in ensuring successful organisational change implementation. However, earlier research rarely focuses on middle managers’ emotional reflexivity during organisational change. The lack of awareness in practicing emotional reflexivity during change can affect middle managers’ work life quality where they can experience emotional vulnerability, workplace isolation and high sense of inadequacies. Using Communicative constitution of organisations the Montreal School (CCO TMS) as the theoretical underpinning, this research was conducted to study the emotional reflexivity of middle managers in a Malaysian organisation during organisational change. A qualitative methodology using semi-structured in-depth interviews was being carried to study about the targeted phenomenon and thirty middle managers from different departments in a Malaysian manufacturing aerospace component organisation has participated in this study. The analysis of the data generated seven emotional organisational change stories which were anxious, fear, anger, grief, hope, happy and gratitude. Those stories also generated the respondents’ emotional reflexivity dimensions which were self-consciousness, self-control and motivation. This research highlights the importance of listening to middle managers’ stories because it exposes the reasons for their acceptance and resistance towards change initiatives. It also highlights the importance for middle managers to instil emotional reflexivity skills in their work life as it helps them to understand and adapt to their organisation’s change programmes effectively. Lastly, this research also contributes to the enrichment of literature in the areas of CCO TMS theory, emotional reflexivity, organisational stories, as well as organisational change.

SPOSOBNOST ORGANIZACIJSKOG UČENJA KAO POSREDNIK U ODNOSU IZMEĐU SPREMNOSTI NA PROMJENU I USPJEHA PROMJENE

Organizational change becomes important when companies fail to accomplish planned goals in a turbulent business environment. However, successful change implementation becomes impossible without organizational members' change readiness. Resistance to change is a factor that can jeopardize change efforts the most, and change readiness reduces potential change resistance. Also, continuous learning of all organization members is an essential prerequisite for successful change implementation. The aim of this research is to analyze the impact of change readiness on change success and investigate the role of organizational learning capacity in this relationship. The study was conducted in September 2021, and the sample included 43 large companies operating in Croatia. The results of PLS-SEM analysis show that the impact of change readiness on the success of organizational change is fully mediated by organizational learning capacity.

How and when does authentic leadership reduce employee resistance to change? An explanation from uncertainty management theory

PurposeIn the period of organizational change and transformation, the attitude of employees towards change has become a key factor in the success of organizational change. Based on the uncertainty management theory (UMT), the paper considers authentic leadership as an important antecedent of employee resistance to change and explores the mediating role of perceived uncertainty and the moderating role of uncertainty avoidance between authentic leadership and employee resistance to change.Design/methodology/approachThe paper conducted a questionnaire survey study and a scenario experimental study. In study 1, the authors collected two stages of data from 256 employees in Central China, one month apart. In study 2, the authors designed a scenario experiment and invited 130 Chinese adults to participate.FindingsThe authors find that authentic leadership can effectively reduce employee resistance to change by reducing employee perceived uncertainty. In addition, for individuals with a higher (vs lower) degree of uncertainty avoidance, the direct impact of authentic leadership on perceived uncertainty and the indirect impact of authentic leadership on resistance to change through perceived uncertainty are both stronger (vs lower).Originality/valueThe presented results reveal the mechanism between authentic leadership and employee resistance to change from cognitive perspective and depict an important step toward understanding how authentic leadership and employee uncertainty avoidance interact and how they interact with employee resistance to change.

Enhancing Individual Positive Reaction to Organizational Change Through Transformational Leadership and Change Agent’s Credibility

Research aims: This study aims to analyze the effect of transformational leadership and the credibility of change agents on the positive reactions of individuals. Reactions are not dichotomized into forms of support and resistance but are analyzed using a three-dimensional attitude approach: cognitive, emotional, and intentional.Design/Methodology/Approach: The population of this research was civil servants at BPS-Statistics in Central Java Province, consisting of 35 regencies/municipalities. Simple random sampling was used to sample the population; there were 304 respondents. The data were then collected by self-enumeration with an online questionnaire and analyzed with Structural Equation Modeling—Partial Least Squares (SEM-PLS).Research findings: Based on statistical results, the six hypotheses proposed demonstrated a significant positive effect on all relationships between variables. Transformational leadership and change agents' credibility positively correlated with the individual positive reactions, i.e., cognitive, emotional, and intentional reactions. Theoretical Contribution/Originality: In the theory of force fields, Kurt Lewin states that the success of organizational change can be achieved by increasing the forces that drive change. This strength can be sourced from the positive reactions of individuals in the organization, where these reactions are along the cognitive, emotional, and intentional dimensions. Understanding individual reactions through the tripartite concept provides clearer information about individual reactions to change.Practitioners/Policy Implications: By applying a transformational leadership style, positive reactions to organizational change can be comprehensively enhanced in three dimensions, i.e., cognitive, emotional, and intentional. In addition, the change agent appointed to facilitate change must also have credibility.Research Limitations/Implications: This study only analyzed the relationship between the antecedent variables and the positive reactions of individuals without considering the negative reactions. Hence, the influence of reaction ambivalence on an individual's reaction to change can also be explored in future studies.

Organizational Change Success: A brief analysis of some Romanian endeavours

Change is perceived as a tool to adapt an organization to or to take benefit of the continuously-developing environment. While researchers and practitioners agree that organizational change should become a common element in the organizational life, evaluating the success of a change endeavour is subject to various challenges. Regardless the initiating trigger of change (emergency or opportunity), the organizational change is perceived as a process that reflects a project management approach. Therefore, its’ success is evaluated through the elements of the “iron triangle of the project management”, also known as The Triple Constraints of Project Management: scope, budget, and schedule. If any of them is missing, then change success is doubtful. The change assessment through these elements is important for change-leader and the implementation team. Our endeavour aims to analyse changes within a number of 126 organizations in Romanian to identify the characteristics / specification of the organizational change success, clarifying features that can be used in the planning of organizational changes.

The multiple faces of collective responses to organizational change: Taking stock and moving forward

SummaryThis special issue focuses on collective responses to organizational change with a goal of enhancing knowledge on the emergence of these higher‐level responses to change. While researchers acknowledge that organizational change inherently involves processes at multiple levels (individual, team, organization), scholars have only recently begun to increasingly promote models of collective responses to change. Spotlighting this gap, in this paper, we explore the dynamic character of collective responses to change, note the multiple ways in which these may develop, and identify theoretical frames rooted in psychology and sociology. This approach contributes to the growing field of responses beyond the individual. Through the papers in the special issue, we offer a framework based on Bourdieu's theory of practice as a platform for bringing together perspectives on agency and structuralism on how responses to change are shaped in the collective. With this framing, we provide direction for future research on successful organizational change through the interrelations between individuals and collectives undergoing change.

Investigation of PESTEL factors driving change in capital project organizations

In a volatile, uncertain, complex, and ambiguous environment, organizational change has been a central concern for capital project organizations, that continue to suffer from poor project performance in a growing industry. As such, capital project organizations must understand the changing environment and the factors driving change within their organizations to remain successful in a changing environment and adapt to change. To help the capital projects industry achieve successful organizational change efforts, this paper aims to 1) identify the external factors that are pushing capital project organizations to change and 2) investigate whether these factors impact organizations differently. To achieve the desired objective, a total of 22 PESTEL (political, economic, social, technological, environmental, and legal) factors were identified and validated with a group of 14 subject matter experts and defined via the context of literature. Then, the factors were evaluated via an online survey to understand whether they impact organizations differently based on their age maturity (including contemporary, transitional, and legacy organizations) and type of work (including owners, contractors, and service providers). Findings from this study can provide capital project practitioners and researchers with valuable insights needed to understand the external factors shaping change within the industry.

ORGANIZATIONAL MATURITY AND FIRM SUSTAINABLE PERFORMANCE OF MANUFACTURING INDUSTRIES

The study examined the effect of Organizational Maturity and Firm Sustainable Performance of Manufacturing Industries. The specific objectives of the study were to determine the change management on firm sustainable performance and ascertain the effect of digital maturity on firm sustainable performance. The study adopted survey research design; data was collected by structured questionnaire in five-point scale format. Data sources were through primary and secondary sources. The total population of this study consists of 500 members. The population of the study comprises of employees of six enterprises drawn from South-South, Nigeria. The sampling object used for this work comprises of the employees of the selected institutions. The Bowley’s proportional allocation formula was used to draw a sample size of 217. The two hypotheses were tested by regression at 0.05 level of significance. The findings revealed that change management (CM) has significant effect on firm sustainable performance (FSP) (?=0.0019; <0.05). The study also revealed that digital maturity (DM) has a significant effect on firm sustainable performance in (0.0024<0.05). The study concluded that Successful organizational change management requires a commitment to transform from what an organization is into what it wants to be. All firms are going through change. The researchers recommends that Since change is a fact of life, managers in the Nigerian firms should anticipate effective process of managing change and organization enablers such as culture, structure people and its infrastructure need to be considered for improvements if organizational performance is to be achieved.
 Keywords: Organisational Maturity, Change Management, Digital Maturity.

Strategic leadership, change and growth in not-for-profit, membership-based, value-driven organisations

PurposeThis research paper takes an interdisciplinary approach, drawing from empirical data, to explore the relationship between organisational change management and strategic leadership to promote growth in value-driven, membership-based organisations through a qualitative multi-case-based analysis and to provide a discussion on the philosophies and practices of leadership teams which underpin successful organisational change within such not-for-profit organisations.Design/methodology/approachEach participating organisation had 700+ members, had previously experienced prolonged periods of auditable membership growth and employed distinctly different organisational models to facilitate growth. A qualitative multi-case study approach was adopted informed by 32 interviews with eight leadership teams. A thematic analysis provided a comparative review of responses.FindingsAll case study organisations emphasised the significance of strategic leadership teams and clearly communicated vision and flexible organisational structures as central to their strategic planning and subsequent growth. This builds on previous research which has explored organisational change in not-for-profit organisations and strategic leadership in not-for-profit organisations, which explores the strong linkages between the roles and functions of strategic leadership, organisational structures designed with the adaptive capacity to manage continuous and convergent change and their impact on sustained growth. Such linkages are more specifically supported by extended tenure of office for those in senior leadership roles, clear delineation of roles and responsibilities, the adoption of an outward growth-oriented focus and adaptable structures that encourage wider participation in leadership and management functions for the fulfilment of the organisation's mission. Most significantly, these organisations plan with change and growth in mind.Practical implicationsThe findings of this research have transferable value to other not-for-profit, membership-based, value-driven organisations as well as other faith-based organisations, which will help to provide future linkages between leadership structures, decision-making and organisational design and its impact on the not-for-profit organisations' capacity for sustained growth.Originality/valueThis research challenges previous conceptions on UK church growth trends and observes that all the case organisations presented different organisational structures which were intentionally designed, context specific and developed by leadership teams with sustained growth in mind. Results from psychometric testing of participants confirmed that senior leaders of large value-driven organisations that have demonstrated a capacity for sustained growth are consistently likely to exhibit leadership characteristics which demonstrate a balanced capacity for personal humility and a committed resolve or professional will, which is also reflected in a pragmatic-type leadership style, building on previous psychometric testing research in this context.

How can we predict the integration and the success of organizational change in the hospitality sector?

ABSTRACT Purpose The purpose of this paper is to examine the relationships between and among the factors of readiness, commitment and resistance to change, and the factors of integration and success of organizational change. Design/methodology In order to examine the above interrelationships, a quantitative research was conducted on a sample of 513 employees, who work at four- and five-star hotels located in Greece. Findings The research outcomes indicated that readiness and commitment factors are significant positive predictors of integration and success of change, while resistance is a significant negative predictor of integration and success of change. Practical implications/Originality It is worth mentioning that this is the first study that proposes a model based on specific factors eligible for use in a hotel company in order to prepare the soil for integrating and implementing a successful change in the hospitality sector.

Sensegiving for organisational change in neglected workplaces: the case of Japanese call centres

Purpose This study aims to investigate the consequences of middle managers’ sensegiving for organisational change in neglected workplaces, where middle managers are given insufficient resources because of receiving low attention from top management. Design/methodology/approach The authors conducted a case study of three call centres in the Japanese non-life insurance industry. To collect data, the authors conducted interviews with ten stakeholders and made multiple field observations. Findings The authors identified the following mechanism: in neglected workplaces, middle managers initially focus on sensegiving to employees because they recognise the difficulty of eliciting support from top management. However, as a result, they see sensegiving to employees as top priority and do not try to elicit the support of top management, which is necessary for further organisational change. As a result, organisational change stops at a certain level. Research limitations/implications The authors identified the following mechanism: in neglected workplaces, middle managers initially focus on sensegiving to employees because they recognise the difficulty of eliciting support from top management. However, as a result, they see sensegiving to employees as their top priority and do not try to elicit the support of top management, which is necessary for further organisational change. As a result, organisational change stops at a certain level. Originality/value First, this study contributes to the body of research on the effects of sensegiving on organisational change. It shows the new problems hidden behind organisational change, which existing research merely regards as independent successes. Second, this study identifies middle managers’ behaviour during organisational change in neglected workplaces. Instead of focusing on the factors necessary for successful organisational change, as in existing studies, this study extends the knowledge of the role of middle managers in organisational change by focusing on their behaviours when success factors are not aligned.

A Systematic Review of the Organizational Culture Change Literature and Future Outlook

This study aims to examine critical success factors and major failure factors in organizational culture change, as well as their practical implications and future trends, by conducting a comprehensive literature review to synthesize key findings in organizational culture research. Our findings reveal that leadership support, effective communication, adaptable structures, and well-designed incentives are crucial for successfully changing culture, while insufficient resources, underestimating risks, and resistance to change contribute to failures. This research offers a fresh perspective on organizational culture change, shedding light on the complex interplay between success factors and potential pitfalls. Limitations of this study include its reliance on qualitative methods, which may introduce subjectivity and limit generalizability. Practically, our findings inform organizations about the importance of addressing success factors, mitigating failure risks, and embracing future trends, such as digital transformation and inclusivity, to ensure successful organizational culture change.

Hospital organizational change: The importance of teamwork culture, communication, and change readiness.

Hospital organizational change can be a challenging time, especially when staff do not feel informed and ready for the change to come. A supportive workplace culture can mitigate the negative effects allowing for a smooth transition during hospital organizational change. In this paper, we test an exploratory path model by which teamwork culture influences staff attitudes in feeling informed and ready for change, and which are ultimately related to reduced staff burnout. We also examined different types of change communication, identifying the channels that were perceived as most useful for communicating organizational change. In 2019, a cross-sectional online and paper-based survey of all staff (clinical and non-clinical) was conducted at a hospital undergoing major organizational change in Sydney, Australia. The survey included items regarding teamwork culture, communication (feeling informed, communication channels), change readiness (appropriateness, change efficacy), and burnout. With a sample size of 153 (62% clinical staff), regression and path analyses were used to examine relationships between variables. The total effects between teamwork culture and burnout was significant [β (Total) = -0.37, p < 0.001) and explained through a serial mediation. This relationship was found to be mediated by three factors (feeling informed, appropriateness of change and change efficacy) in a full mediation. Further, change readiness (appropriateness of change and change efficacy) mediated the relationship between feeling informed and burnout. The most useful channels of change communication included face-to-face informal communication, emails, and a newsletter specifically about the change. Overall, the results supported the predicted hypotheses and were consistent with past research. In the context of large hospital change, staff with a positive teamwork culture who feel informed are more likely to feel change-ready, heightening the chances of successful organizational change and potentially reducing staff burnout. Understanding the pathways on how culture and communication related to burnout during organizational change provides an explanatory pathway that can be used to heighten the chances of a smooth change transition with minimal disruption to staff and patient care.