Effects of proactive personality on resistance to change: A cross - cultural examination among Iraq - Turkish universities

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T.C.

ALTINBAS UNIVERSITY

Institute of Graduate Studies

Business Administration

EFFECTS OF PROACTIVE PERSONALITY ON

RESISTANCE TO CHANGE:

A CROSS - CULTURAL EXAMINATION AMONG

IRAQ - TURKISH UNIVERSITIES

Master of Science

KHALID NAEEM ALJANABI

Supervisor

Asst. Prof. Dicle Yurdakul

Assoc. Prof. Melisa Erdilek Karabay

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EFFECTS OF PROACTIVE PERSONALITY ON

RESISTANCE TO CHANGE: A CROSS - CULTURAL

EXAMINATION AMONG IRAQ - TURKISH

UNIVERSITIES

by

[KHALID NAEEM ALJANABI]

Business Administration

Submitted to the Graduate School of Science and Engineering

in partial fulfillment of the requirements for the degree of

Master of Science

ALTINBAŞ UNIVERSITY

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iii

The thesis titled ―Thesis Subject‖ prepared and presented by Khalid Naeem Aljanabi was accepted as a Select Degree Thesis in Department.

Academic Title Name SURNAME

Co-Supervisor

Academic Title Name SURNAME

Supervisor

Thesis Defense Jury Members:

Academic Title Name SURNAME Faculty,

University __________________

Assoc. Prof. Name SURNAME Faculty,

University __________________

I certify that this thesis satisfies all the requirements as a thesis for the degree of ...

... .

Approval Date of Institute of Graduate Studies: ____/____/____

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I hereby declare that all information in this document has been obtained and presented in accordance with academic rules and ethical conduct. I also declare that, as required by these rules and conduct, I have fully cited and referenced all material and results that are not original to this work.

Student’s Full Name

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DEDICATION

Dedicate some of your life to people.

Your consecration will not be a sacrifice.

It will be a stimulating experience because it is

a strong effort applied toward a significative end.

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ACKNOWLEDGEMENTS

I would like to thank the supervisors of my thesis who were more than generous. Their

experiences and precious time for countless hours of meditation, reading, and

encouragement, and most of all, patience throughout the entire process. Special thanks to

Associate Prof. Dr. Melisa Erdilek Karabay and to

Assistant.Prof.Dr. Dicle Yurdakul for agreeing to work and supervise my thesis.

Finally, I would like to thank all the professors, and thank all who helped me conduct my

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ABSTRACT

EFFECTS OF PROACTIVE PERSONALITY ON RESISTANCE TO CHANGE: A CROSS - CULTURAL EXAMINATION AMONG IRAQ - TURKISH

UNIVERSITIES ALJANABI, KHALID,

M.Sc, Business Administration, Altınbaş University, Supervisor: Assist. Prof.Dr. Dicle Yurdakul

Co-Supervisor: Assoc.Prof.Dr. Melisa Erdilek Karabay Date: May/2020

This thesis is a comprehensive cultural research that examines the effects of proactive personality on perceived resistance to change of university employees, specifically in Iraq and Turkey. The research also tests the indirect effects of mediating variables such as job security, in order to test the intervening effect on the relationship between the fore-mentioned relationship. Two methods of research are used in this study: literature search and field research. Data were collected from 200 university employees from (20) public and private universities within the geography of Iraq and Turkey. Data were analyzed through the statistical package program (SPSS), as the findings revealed that there is a relationship between proactive personality and two dimensions of resistance to change (routine seeking and cognitive rigidity). However, no significant mediation effect of job insecurity has been found on the relationship between proactive personality and resistance to change a relationship. Conclusion and recommendations are further discussed in the final section.

Keywords: Proactive Personality, Resistance to Change, Job Insecurity, Iraqian and Turkish universities

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LIST OF TABLES

Pages

Table 2.1 Global Significant Change Critical Success Factors ………..………..17

Table 2.2 Critical Success Factors- Decision Support Systems (DSS) ……….…...…18

Table 2.3 Additional (Proposed) Critical Success Factors………..……...……….19

Table 4.1 gender and marital status……….…………..…………..….……….46

Table 4.2 Age and Gender ……….…….…….…………..47

Table 4.3 educational level, gender and marital status………….………..….……….48

Table 4.4 Normal distribution ( Skewness and Kurtosis )………...…...…………..49

Table 4.5 Exploratory Factor Analysis ……….…………..….……….…..51

Table 4.6 Correlation………...……….………….…....…..……52

Table 4.7 Regression ………..……..…...…….…...……..54

Table 4.8 Mediation Analysis of the Relationships between(PA) and (JINIC) …………..56

Table 4.9 Mediation Analysis of Relationships between (PA) and (JINIT) ……….. 57

Table 4.10 Mediation Analysis of the Relationships between (PA) and (JINIC)………....58

Table 4.11 mediation analysis of the relationships between (PA) and (JINIT) ………..…59

Table 4.12 Results of T-Test for the Effect of Independent Samples Test …..……...……60

Table 4.13 Results of T-Test for the Effect of Independent Samples Test ……….…....…61

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LIST OF FIGURES

Pages Figure 2.1 Objectives of Business Change Management ………..………...………....14 Figure 3.1 Classic psychological reactions to change ………….………..…...…...….…....35 Figure 4.1 Conceptual Framework ……….…………..……….…...…....44

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LIST OF ABBREVIATIONS

IT Information Technology TMS Top Management Support

ICT İnformation and Communication Technology CPS Cyber-Physical Systems

IOT Internet of Things AI Artificial Intelligence CEO Chief Executive Officer

IBM International Business Machines Corporation OD Organizational Development

IVRS Interactive Voice Response

PCS Personal Communications Service

SPSS Statistical Package for the Social Sciences IIOT Industrial Internet of Things

PA Proactive Personality

RCRS Resistance to Change Routine Seeking RCER Resistant to Change Emotional Reaction RCST Resistant to Change Short-Term Thinking RCCT Resıstance to Change Cognitive Rigidity JINİC Job Insecurity

JINİT Job Security AC Adhocracy Culture HC Hierarchy Culture MC Market Culture CC Clan Culture

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1. INTRODUCTION

A complex culture consists of different sets of behavior, ways of thinking, integration, and harmony in life that members of society have agreed to accept, making it different from other societies, as well as the skills and attitudes acquired by members of society, which are transferred from generation to a generation.

The focus of this thesis was on universities because of their importance in technological development, they are the centers of construction and enlightenment, and their suitability and meeting the needs of development are the strategic pillars of building societies and their progress and stability by developing knowledge to qualify students for the radical developments in the world, which will be produced by the fourth industrial revolution. To provide the labor market with appropriate outputs, universities also play an important role in developing a knowledge-based economy and contributing to building a productive society and providing a structure to support research and innovation that is an engine of economic transformation. Accordingly, this thesis tried to answer the question: is there any relation between a proactive personality and perceived resistance to change in the context of universities?

Despite the services provided by the technological development of mankind, there are many disadvantages that have greatly affected society such as high unemployment, environmental pollution and human dependence on the device to meet its needs. The latter discusses the views on management of change, the characteristics of change, the most important factors for success in managing change and resisting change, its management, and the reasons and methods of treating it as a dependent variable

The Industrial Revolution 4.0 depends on the integration of trade and industrial processes, in addition to integrating all the actors in the value chain of the company (suppliers and customers). Industrial production is now leading global competition and the need to adapt production to the requirements of the ever-changing markets. These requirements can only be met through a fundamental improvement in current manufacturing technology.

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Technology has contributed to education in many directions, perhaps the most important of which is improving the teaching and learning process, quality and accessibility, improving its environment, increasing the incentive to learn, and enhancing academic performance. This was done mainly through the curriculum that emphasizes the skill of generating knowledge and not just transferring it so that the computer becomes a tool of knowledge and not just a device for presentation. Through teaching strategies that helped provide a flexible time-space by integrating curricula with technology to increase the interaction of learners with information, which eventually led to the emergence of new scenarios and teaching methods ranging from forms of self and collaborative learning such as play-based learning, inquiry-based learning Project-based learning, inverted classroom, and more.

The freedom to obtain and publish information, and thus the possibility of teaching and learning whenever and wherever he wanted, as well as access to best practical practices, which also contributed to removing many of the restrictions faced by learners, especially those with special needs and disadvantaged and poor groups, and technology, has developed the learning environment by adding Vital elements that change educational processes by providing virtual environments and simulation systems that support the credibility and reliability of the learning process, especially while dealing with complex and challenging parts.

And distance learning apps that worked to provide continuous communication between the learner and the teacher inside and outside the class, such as the Vialog app, which allows the teacher to broadcast live videos online and followers can comment on a specific minute during the broadcast, and also allows them to post their projects and discussions as video clips and receive notes about. The multiplicity of sources of knowledge, especially on the Internet and multimedia, and the diversity of skills required and intended about transforming the learning environment into an active, stimulating environment based on open learning endpoints and not just information transfer.

Technology has also helped students increase their motivation to learn and enjoy the process of self-inquiry learning, problem-solving and creativity, which has led to their

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growing acquisition of the skills they need in the future, such as self-learning, and communicating using Web 2.0 tools such as Skype, blogs and forums, to obtain information Communication with learners, teachers, schools, subject matter experts and other communities is an aspect of professional development. While replacing the traditional teaching method with another more interactive and interesting style that relies on the learner as a partner in creating and exploring knowledge through the multiplicity of sources of knowledge and the tools of knowledge and media that they provide, such as video clips and interactive radio, which depends on sound effects, songs, dramatic and comedic clips, TV programs and multimedia that Combines text, sound, colorful animation, educational computer games, and smartphones.

Providing networking opportunities and exchanging experiences with various educational communities across the Internet, the World Wide Web (WWW) provides a virtual global exhibition that allows students to participate in and inspire them. Finally, technology has enhanced academic performance by stimulating a qualitative shift in both content and teaching methods, which are essential to the process of reforming their academic education in light of the marked growth in self-learning and communication skills.

This research consists of four sections: The first section includes the conceptual background of administrative change and organizational change. Second section involves the variables related to change management and the third section discusses the literature review that includes the modelled variables of the field research. Finally, section four includes the research methodology. Conclusions and recommendations are further discussed.

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SECTION1. LITERATURE REVIEW

The literature review evolves around the proactive personality relationship with three variables related to management change. The first part reviews the literature related to the proactive personality relationship with the dependent variable resistance to change.

The second part examines the literature discussing the relationship of proactive personality with the intermediate variable and job insecurity. Finally, the third section deals with the literature that discussed the relationship of proactive personality with organizational culture, focusing on some related contributions.

1.1 Proactive Personality and Resistance to Change

Prabhu & Veena’s [6] pilot study tested the effect of proactive personality (PA) on job-related outcomes in a changing environment. The study targeted two main purposes: the first experimental conceptual model testing included not only the direct effects of PA on job-related outcomes - job performance, job satisfaction, and intent to remain with the organization, but also intermediate influences, while the second aim was to test four potential supervisors. The results showed that PA had a significant positive relationship with job performance and job satisfaction.

The relationship between PA/ emotional commitment to change and PA/intention to stay with the organization was mediated by job satisfaction while job satisfaction partially managed the relationship between the work program/job performances.

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1.2 Proactive Personality and Job Insecurity

Klehe et al[1]. Studied links the ability of functional adaptation to the concept of proactive confrontation, and, analyzed how the ability to functional adaptation is a contextual form. From proactive confrontation and under any circumstances, they then touched on personal precedents and known conditions for job adaptation and showed in this study how it is possible to enhance the ability to adapt to employment.

Another study by Stiglbauer & Batinic[2] shows the role of proactive confrontation with regard to the positive and negative aspects of employee welfare (happiness and depression) when facing job insecurity.

This study examined whether the efficiency of adaptation improved when employees were heavily committed to work, that is, when they had a high level of work participation.

The tests included 162 Austrian employees and 444 Taiwanese employees, and the results revealed that if the feeling of job insecurity is low, a proactive confrontation will positively correlate with employee welfare. In the case of high job insecurity, the beneficial effect of proactive adaptation is only present among employees with higher work participation. The study focused on the important interaction of feelings of depression in the Austrian sample and feelings of happiness in the Taiwanese sample. At the conclusion of the study, it was indicated that if a person suffers from job insecurity, the efficacy of a preventive response may depend on work-related attitudes and beliefs, such as participation in work, which acts as accompaniment resources.

On the other hand, a paper presented by Liu & Shi[3] addressed the proactive character of the employees and the Climate Innovation Team for Companies, and developed a multi-level model with moderate mediation at multi-level 1 and a supervisor at multi-level 2. The paper then discussed the implications of Management, considering that job insecurity due to the shrinking of organizations is harmful to employee creativity.

Finally, the study by Lin et al. [4] shows that job insecurity will further weaken employees for those with more active personalities, leading to more negative impacts on their job performance and emotional commitment. The researchers pointed out the need to expand the scope of interpretations beyond the psychological contract theory and to stimulate a motivational argument for self-cohesion. They suggested the possibility of self-evaluation

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of employees of their value within the organization, which explains the negative impact of increased job insecurity, while stressing that the psychological contract perspective may not be suitable for explaining the negative impact of job insecurity, especially when looking at a proactive perspective on work.

1.3. Proactive Personality and Organizational Culture

The previous literature discussed proactive personality and organizational culture, from three important axes, the first of which is the organizational climate, while the second axis discusses directing the proactive personality towards the organization, while the third axis discusses the behavior of organizational citizenship.

1- Organizational Climate

In two studies Wang et al. [5] , main purpose was to expand the literature of proactive personality by responding to calls to discover how and underneath what conditions a proactive character impacts the results of work. The first study examines 340 employees supervising the employees. The study explored that ―organizational factors can be targeted to support employees who lack a proactive personality‖ Wang et al. [5]. The second study confirmed that perceived organizational support and proactive individual formation for the midfield team reduced the connection among character proactive personality and work sharing. ―A positive relationship was found stronger among employees who had low perceived organizational support, and who worked in teams with the high team proactive personality means‖ Wang et al. [5].

Batistič et al. [6] emphasized the position of the organizational context and the adoption of a multi-degree technique, in its examination performed by the use of a pattern of 211 employees in 25 organizations. This study explains that the laissez-faire context - which is characterized by using an aggregate of poor human resource formation and robust climate competitiveness in marketplace pricing - is exceptionally desirable to enhancing worker proactive conduct from the context of nurturing. This study found that interplay between the HR gadget configurations and the relational climate has a cross-level effect on the employee's proactive behavior. It also discovered that the mixture of a sturdy composition

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of useful resource dedication with a weak shared sharing climate correlated with the greater proactive workforce.

Jafri et al. [7] conducted study that examined the relationships among emotional intelligence and employee creativity, especially the slight role of proactive character and the organizational climate in emotional intelligence. The observation concerned 250 full-time employees running at one-of-a-kind levels of public area businesses in Bhutan. Hierarchical regression analyses were used to check the hypotheses of his observation and through these analyses discovered that the worker's proactive personality and organizational weather affects the relationship between emotional intelligence and employee creativity. This study found that there is a strong relationship between emotional intelligence and creativity. It confirmed that emotional intelligence is the highest creativity of a worker when the employee has shown a more active persona and whilst the organizational climate has been conducive to creativity.

Tacstan[8] revealed that proactive personality could work to lessen the relationship between the participatory organizational climate and innovative behavior. The analyzes revealed that all dimensions of the participatory organizational climate and self-management are positively associated with the conduct of the creative employees, their process participation, and their proactive persona. An article by Prieto[9] demonstrates the significance of proactive personality, organizational identity and political talents inside the context of entrepreneurship management. The article emphasized gender differences along with personality may be beneficial in predicting entrepreneurship management and feature more than one implication for practice. The article brought that proactive individuals are greater a success in management and might contribute greater to the agency.

The article described the proactive character as a bent to reveal initiative and take actions in a person's environment so that you can impact a meaningful alternate, perhaps more in particular designed to assume entrepreneurship in businesses. The article concluded that proactive character design conceptually suits nicely with the cutting-edge cognizance on entrepreneurial management. Joo & Lim [10] tested the effects of proactive personality on

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culture of organizational mastering, job complexity on staff’s core motivations and organizational commitment. In this article, personnel with higher education had better organizational dedication and had extra fundamental motivations once they established a better proactive persona and notion of high functional complexity. The study showed that the complexity in their jobs is visualized via a partial courting among the organizational culture of studying and organizational commitment and the relationship between proactive characters.

2- Directing the proactive personality towards the organization

A meta-evaluation Thomas et al.[11] of 103 comparative tests of relationships related to 4 emerging proactive paperwork consisting of proactive personality, non-public initiative, voice, and taking charge. They examined the comparative relationships among those proactive systems and the primary organizational variables, character tendencies, and individual variables. The findings discovered extensive associations among proactive and overall performance, pride, emotional organizational commitment, and social networks. Caesens et al. [12] studied the direction of causation among perceived organizational support and proactive conduct, and, assumed that perceived organizational assist leads to proactive behavior directed in the direction of the company. A sample of 1963 Belgian federal public carrier employees invited to participate in a three-wave longitudinal survey. The outcomes of this study revealed that organizational help turned into linked to proactive conduct in the direction of the organization, and a positive relationship existed among organizational assist and proactive conduct directed toward the corporation.

Jiang [13] provided a groundbreaking observation to look at the mechanism behind the connection among proactive personality and functional adaptability, the use of a moderated mediation approach. He examined the impact of mediation on prosperity on this courting and the moderate effect of a proactive persona on the connection between prosperity and useful adaptability. The findings showed that a proactive personality first boosted individuals who thrived on the task, which in turn progressed career resilience. The study also concluded that the impact of prosperity on the capacity to evolve to a career will be stronger for those people with a low personality in preference to a proactive excessive. The

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moderated mediation evaluation of this study further indicated that people with the low proactive pastime, compared to their proactive opposite numbers, relied more on prosperity whilst growing resilience resources for employment.

Major et al. [14] refers to a survey wherein the authors investigated the connections among the Big Five, the proactive persona, and the pressure to examine. Online survey facts were gathered and covered 183 personnel of the financial services company. The outcomes of this survey showed that the proactive persona changed into, a compound of the five major components, which accounted for 26% of its variance. The consequences also showed the modeling of the structural equation that proactive character, openness, extrovert, and conscience anticipated the impulse to research. The results confirmed that the impulse to study is related to the objectively assessed improvement activity. Additionally, the proactive persona, extraversion, and openness had essential indirect hyperlinks to development activity whereas; hierarchical regression outcomes indicated that a proactive character has a significant progressive power to predict motivations to analyze the five principal aspects involved.

3- Organizational citizenship behavior

The authors Li et al. [15] depicted the use of a relational approach, to understand the role of a proactive character in job pride and organizational citizenship behavior. They used data from 200 Chinese employees in fifty-four working groups to study the virtual models. Their findings indicated that the presence of a proactive character changed related to employees who set up an outstanding change courting with their supervisors, and the courting among proactive personality and organizational citizenship behavior turned into an additional challenge to the nice supervision of procedural justice weather inside the organization.

Gan & Cheung, [16] conducted a study of 158 personnel of Chinese kingdom-owned companies who finished the Proactive Personality Scale Bateman & Crant, [6], the Harmony Scale, and the Organizational Citizenship Behavior Questionnaire. They examined the role of interpersonal harmony in the proactive personality related to the conduct of organizational citizenship. The proactive character had little to do with career

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determination. The proactive persona had an extensive but very low courting with interpersonal relationships. The consequences of the hierarchical regression analyses of this study indicated that once demographic variables were controlled, harmony had crucial slight effects on the relationships of proactive behavior and profession determination / facilitating private relationships, and inside the institution of high harmony, the relationship between proactive character and organizational citizenship conduct turned into significant; while in a collection low harmony, this correlation turned into low.

In a study presented Newman et al. [18], he studied the role of proactive fans in dealing with the indirect results of server leadership on organizational citizenship conduct through chief trade and mental empowerment. An evaluation of survey statistics gathered from 446 subordinate supervisors of a huge Chinese state-owned company confirmed and supervised mediation tested the slight impact of the proactive personality by changing commanding members. In a survey conducted with the aid of Miceli et al. [19] and covered greater than 3000 organizational members in the United States to test a form of reporting violations, three variables that had been no longer tested by using one in all them pre-emptive personality anticipated a whistle-blowing, as did the power of proof, prior findings were inconsistent with him.

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SECTION2. THEORETICAL BACKGROUND 2.1 THE NATURE OF CHANGE

Transient, radical or transformative changes occur in response to the external environment and often require that one strategy be replaced by another, according to Burke & Litwin, [20]. Luecke [21] finds that these changes are followed by a long-fixed period, so the changes are considered individual breaks in the way organizations work. The radical changes that occur involve the entire organization, relaying the current model of conformity and serving the organization to improve a new structure Nadler & Tushman[22].

Iles & Sutherland [23] that "technological upheavals and innovations" are good examples of external events, which are a radical shift in the organization. On the contrary, continuous, sophisticated processes that are steadily moving towards an ideal organization are called continuous or increasing changes. In the context of the current set of strategies and organizational components, additional changes are focused on the individual components of the institution Nadler & Tushman[22].

Burnes [24] argued that the incremental view of change prevailed until the late 1970s, which believed that change was a process in which parts of an organization increasingly and gradually dealt with one problem and one goal, and over time the organization would change completely. As a result of the dramatic changes that have taken place over the past decades, the prevailing view has been that change leads to chaos.

2.1.1 Characteristics of Organizational Change

One of the characteristics of organizational change is that it is influenced by the external environment of the organization, ―the relevant physical and social factors that lie outside the boundaries of the organization and have an impact on the decision-making processes and behavior of the actors of the Organization‖ van der Voet et al. [25] . They believe that the implementation of organizational change in the private sector is easier than the public sector because political leaders influence the public sector while influence external stakeholders such as providers, customers, partners, and competitors of the private sector. van der Voet et al. [25]; Rainey [26].

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This is confirmed by Boyne [27]. The role of politics and political leaders in the public sector is influenced by different balances, interests and policy priorities.

On this basis, public organizations are influenced by politicians who do not always agree on homogeneous views on how the institution should change, because the objectives of the general organization and external political stakeholders are not always consistent, and this poses a great threat to the organization. Disrupt decision making because of political expediency Boyne [27].

Rainey [26] argues that public sector institutions are willing and at the mercy of political stakeholders because of the political hierarchy and the influence politicians can have on the organization. It is also seen that conflicting goals can hamper or marginalize the entire process of change through the organizational change initiative. ―Public sector organizations are subject to a higher level of public accountability and increased political scrutiny‖ Rainey [26], and the convergence of external environmental factors complicates the public organizations that must be engaged in pursuing change.

2.1.2 Importance of Structured Change Management

In an era of globalization and technology, organizations must be smart, dynamically connected to the outside world and competitive in a business environment that has evolved into a more dynamic arena. Thus, the need for a process that helps companies successfully pass this environment has helped develop and evolve the theory of change management with the help of theorists and organizations that have worked to find ways of changing and adapting to the new environment or vanishing from the business environment Burnes, [28]. change management is ―the process of continually renewing an organization’s direction, structure, and capabilities to serve the ever-changing needs of external and internal customers‖ Moran & Brightman[29].

Todnem [30] sees it as a deliberate process, in which opportunities and threats are identified internally and externally to the organization and how to deal with them and adapt them to invest opportunities and overcome problems. Change management is the channel that connects outcomes with solutions, allows employees to embrace change and recognize goals, and rely on individuals and their collective ability to make a successful organizational change. As described by Hiatt & Creasey[31].

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Burnes, [28]; Todnem [30] argues that organizations today need more change, although many fail to achieve the necessary change compared to those who have succeeded in implementing change. The first step to realizing the need for organized change management is to understand why change is occurring. The internal and external environment greatly influences factors that contribute to organizational change as suggested by Passenheim [32]. The external factors that can affect change are ―market conditions, the emergence of new technology, government laws and regulations, and the economy, while internal factors include company strategy, workforce design, adoption of new technology or equipment‖. Passenheim [32]

Epperson [33] suggests that people must change their behavior to make a difference, Self-change may Self-change a strong emotional response among staff, culminating in resistance to the adoption of new behaviors. This requires a proactive approach to identify the risks and vulnerabilities that change the organization. To mitigate the impact on the organization, organized change management came.

2.2. Managing Change

Managing change is sensitive to the success of any shift in work, in any case, so, you must plan for change carefully to achieve the desired results. Associations must accord with the adjustment in their day by day lives and should figure out how to oversee it effectively. Most organizations face problems in how they deal with changes and implement them. Bamford & Forrester[34]: Rothwell et al. [35]. After the change is introduced to any organization, its performance is greatly reduced. The primary purpose behind this decrease in execution is that staff can't work at a similar degree of execution since they need time to adapt to new procedures and working strategies.

How change management will determine regardless of whether the impacts of progress are certain or negative, if properly managed, can lead to planned business benefits (for example, expanded yield, diminished expenses or improved consumer loyalty), or may open up new sorts of a business chance for the organisation. In the event that ineffectively dealt with, the impacts of progress can cause critical disturbances in the association. After the change is actualized, the presentation level must ascent from before the change, yet the time it takes to arrive at the top level relies upon the extension and size of the change, just

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as how to oversee it. By diminishing the effect of progress on worker efficiency, maintaining a strategic distance from pointless change, limiting the effect on representative inspiration, decreasing a negative effect on clients, and delivering results all the more rapidly, successful change management reduces the negative impact on performance Payne [36].

When the change is managed correctly, the organization's performance level remains at an increasingly steady level all through the usage of the change, and execution is improved quicker and rises higher Newton[37]. This can be seen as a successful goal of managing change in business, illustrated in Figure (2.1), which shows how the performance of the institution is different overtime when the management of business change is not well managed or at all, and when business change management is practiced (b).

Figure 2.1. Objectives of Business Change Management

Sourc e Nömmela [38]

Charette [39] argues that management often considers that business change management is merely expenses without any actual returns. IT projects are sometimes seen as prohibitive costs to be controlled and not investments.

Salminen [40] argues that this method of reasoning can be exceptionally harming to the association and sees that all the effort of change must be seen as an investment. Earned results must always exceed resources, for example, time and money, which is put into

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making a change. Change is not just about improving financial outcomes, but it goes beyond the successful implementation of change and generates other benefits, for example. Trust, organizational capacity, better communication, and commitment among employees. Managing change in business revolves around managing individuals, and people have a key role to play in their success.

Therefore, IT project management problems are often associated with the angle of people, which is fashionable Martin & Cheung [41]; Oakland & Tanner [42] It is often difficult to change staff mentality and behavior, rather than changing technology and structures. Along these lines, individuals will, in general, be the most disregarded and most significant component in executing effective change.

To better deal with changes, and to encourage staff to create teams in their organization, numerous associations have presented all the more empowering structures, societies, and working methods, so that change management is fully integrated into the current roles and responsibilities of staff. Doyle [43] In particular, project managers, when they find themselves involved in change management, believe that their current personal skills and skills are no longer adequate. Part of a group of project managers skills Sims [44].

That associations regularly neglect to give the fundamental help and preparing to junior change directors Doyle [43].

That change can be implemented only as quickly as possible for employees to understand and understand changes Galoppin & Caems [45].This is confirmed by Hiatt & Creasey [46] Business change management largely focuses on accomplishing the objectives of progress by overseeing individuals through their changes. Hiatt & Creasey [46] also shows that failure to lead a part of people leads to less efficiency, slower adjustment, and reduced use of project results.

The change of action is a change in the working behavior of people. Oakland & Tanner [42] Staff needs to adjust their skills, abilities, and attitudes so that change is successful and the result is in the organization's business change the board is significantly connected to the administration of people and should be viewed as an important venture with genuine returns. Overseeing change of business isn't tied in with receiving the accepted procedures created by the latest advisors or specialists. It is tied in with picking what necessities to be

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changed, picking the conditions in which change happens and receiving a suitable methodology Burnes [28].

To renew, grow and adapt institutions, change management practices must be in place. Change management has changed from being just the accountability of a dedicated change manager to being increasingly identified as the core competency of most of the organization's leaders. For Doyle [43] Argues Todnem [30] that the primary task of managing these days is to manage organizational change. Leana et al. [47] argue that an independent what's more, a gifted group of staff can give the association upper hands; however, there are consistently powers that drive establishments to look for security and change.

Individuals tend to do things the manner in which they generally have, in addition to having a view on power structures to be permanent Burt [48]. Elements that advance security are consistency and decrease of uncertainty, which is aimed at the fact that even in more flexible organizations there may be a need or desire to stabilize labor relations and business processes Leana et al. [47] Two different theories because of the need for changes, financial worth or regulatory capacity.

The main theory, financial worth, implies keeping investors fulfilled and expanding their qualities is the main explanation behind the change. The suspicion in this hypothesis is that the organization's odds of endurance in a focused economy depend on its capacity to make its investors fulfilled. On the off chance that the present administration neglects to do as such, investors can either move their capital or supplant the executives. Rather than the point of view of investors stands the theory of authoritative limit, with supporters as Peter, executive of the Center for Organizational Learning at MIT Sloan Management. Senge [49] Organizations must react to innovative changes and power them to convey items and administrations quicker, increasingly adaptable and progressively adaptable Palmer et al. [50].

For whatever length of time that any organization is presented to rivalry through the Internet showcase, innovative advancement proceeds, it very well may be said that the organization should create vital reasoning and arranging. This is required in a quick-moving world, according to Heracleous [51].

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In any case, in the continuous looking to be focused, associations are being revealed, to progressively complete change. Of significance is the significant change with which a venture must adapt so, as to improve the competitive features and high-profit achievement of the increase from the transformation procedure. When organizations change, people must be well managed, because people who manage well manage change more efficiently Buchanan & Huczynski [52].

2.2.1. Success Factors of Business Change Management

Through a literature review, Critical Success Factors for implementing a significant change have been identified (see Table 2.1 and Table 2.2).

Table 2.1: Significant global change factors

NO Factor Name Importance Definition

1

Planning and Analysis

Critical Estimate the space between where the organization is now and where you intend to be. Looking at all reasonable influencing variables. Justice in this entire change management process must be clear.

2 Assessment Critical The estimate of the effectiveness by some means to supply feedback.

3 Comprehensive Communication

Critical Communicating the change message is important at all levels throughout the organization.

4 Perception of Organizational Readiness to Deal with Change

Critical Staff conception of organizational preparedness to deal with change serve to either facilitate an effective effort or undermine.

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Table 2.2: definitive success factors - Decision Support Systems (DSS)

1 Top Management Support

Critical Strong and clear support from enterprise management, and often has an app champion.

2 User Training of Application

Critical A clear explanation of how to use the app is warranted. It was identified as important but of a very subjective nature

3 Perceived Utility Critical

Critical The users of the DSS should be a belief that it is important and has an effect on the success.

4 Staff Mass Critical The minimum number of main regulatory personnel necessary to advance the change initiative.

5 Users participation Important DSS ownership is for end-users.

6 Information origin Important Determines the importance of having recent and readily available data.

7 The level of support for administrative activity

Important Where in the organizational structure will DSS prove to be most useful and possible to use?

With which level of decisions can DSS deal with?

8 User satisfaction Important Acceptance and satisfaction of the final product are crucial.

9 Use somewhat relative

Important It is necessary to use a high level of DSS.

10 Achievement the goal Important Compatible expectations

11 capacity to Utilize the DSS

Important Total end-user ability to use DSS.

12 Use change initiative Important Individually, it is usually staff who support the initiative.

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Table 2.3: Additional (Proposed) Critical Success Factors.

1 Development and appropriate training specialized in dealing with change.

Critical Correct planning and analysis lead to the development and use of the road map adopting contemporary ideas and theories through which the organization seeks to educate its employees on important change issues that discuss technical and human issues.

2 understanding of Personal profit

Critical Individuals perceive the personal gains for themselves (mental or physical) that their participation will provide by linking with the change process.

Source Chrusciel [53]

The need to address employee perceptions of the institution's competence to transact with change Weber & Weber [54] was also recognized as an important factor for the success of continuous change in change. Previous literature has revealed that there are many success factors that become clear more than others, as:

i. Communication

Baca [55] reports that some 80% of the job of the project manager is communications. While Lehmann [56] links the process of managing business change very tightly and seems come to an agreement that communication is the main factor in gaining success. The connection must be frequent, consistent and open, consistency is necessary when an organization passes by.

Companies sometimes reduce the role by communicating with them late or inconsistently, employees and managers play in the success of change projects Sirkin et al. [57]; Klein [58] sees the need to concentrate all the media used on the same message and also focus on promoting change. Kanter et al. [78]; Gill [60] contends that lack of communication or inconsistency leads to a misunderstanding of the objectives and method of the changing plan, which leads to turning rumors that discourage people's morale and demolish any promise to the change.

Sims [44] argues that communication is not only important at the start-up stage, but must be exercised during the entire change project to help staff transition during the transition period in full. Communication must take place in a continuous, continuous and open flow.

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because of Lack of communication hardly, that will hinder the process of implementing change, and can easily lead to resistance to change. Oakland & Tanner [42]

Project support cannot be obtained unless adequate information is available. When staff receives weak communication about change, they cannot support the change project O'Connor [61]. It cannot be said in any way that these employees are against change. However, the withdrawal of subsidies can be seen as a negative form of resistance to change. Inefficient care and resistance to change is a large disturb to change by Hiatt & Creasey [46]. Through the best planning and best communication management in the change plan, each of these obstacles can be mitigated. Creating channels and good communication initiation is a critical point in managing a change plan and ought significantly to decrease the likelihood of failure.

ii. Leadership

Leadership has a main role in determining the trend, inspiration, and change everywhere the organization and guarantee the implementation of this change. Burke & Litwin, [20]; Oakland & Tanner [42] suggests that management refers to operations, such as planning, control and organization, managed change must be well and requires that leadership begins and sustained Successfully. The more powerful leadership will succeed when radical the change. Burke & Litwin, [20]

Change destabilizes the political equilibrium within the organization and leads to increase it Nadler [62]. Thus, the power policy element is strongly intertwined with the planning and implementation of change Nadler & Tushman [22], which can hurry the drive Change and help to fracture resistance change. evident, and consistent leadership can shift the need for change to well-defined anticipations, values, goals, objectives, and metrics Oakland & Tanner [42]. Powerful leadership is very significant, it cannot sustain the success of organizational change on a big scale and ensure its success. Success depends on a wide base of support establish with other humans who initially work as followers, thereafter as assistants, and lastly as co-proprietors of progress Nadler & Tushman [22]. The creation of this broad and powerful support base is called (stakeholder management).

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iii. Stakeholder management

Rothwell et al. [35] argues that stakeholders are people at all levels of the organization and sometimes people outside the organization are affected or can affect the success of the change plan. Lehmann [56] adds that stakeholders are putting compressing on the project and enhancing the level of risk, as success is not just a problem of cost, time and quality anymore, but also the issue of stakeholder satisfaction. Staff can be more involved in decision-making on organizational change as a result of rigid organizational structures and erosion of differences in attitudes.

effective change is dependent on creating support for proposed plans between stakeholders Piderit [63]. one of the major reasons for the project's failure was the weakness of stakeholder management. (Harrington et al [64]; McKeeman et al. [77].

The cornerstone of all change projects is commitment by stakeholders, for example, those affected by staff, key users, managers and businesses. Sirkin et al. [57]; Harrington et al. [64] recommends starting the project at the beginning of the project with stakeholder management. They can have different expectations about project results, and they place opposite requirements on the project holders. It is important to analyze and communicate with key stakeholders as soon as possible to create visibility about the purpose of the project. These are occasionally referred to as caregivers, groups or individuals with the ability to decide whether or not a change will happen. Fossum [66]

Hiatt & Creasey [46] the support of key stakeholders is very significant because they greatly affect the company, and in this manner can help reach a larger audience. On the other hand, it is not easy to reach managers and impose change on them, as they may have no interest in that, resources and times are not available for the project. Therefore, building promise requires knowing key stakeholders and devising ways to involve them in managing and planning the change process Rothwell et al. [35].

Harrington et al [64] argues that building commitment is a development process and will not be done without a plan. Commitment building plans must contain all parts of the institution that will be influenced by the change.

Klein [58] emphasizes the establishment of permanent support for change after the launch of the change project, particularly among key stakeholders, and believes that managers

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often misjudge that it is sufficient for key stakeholders to indicate support when the change is launched. It is clear, that periodic support data from main stakeholders, which highlight improve and enhance their support, and serve the project better.

However, Harrington et al [64] emphasize the need to identify and examine the relationships between key project stakeholders and other staff affected by a change before attempting to make a change. The analysis and management of stakeholders in each change project must occur, in spite of its size or scope, yet each project can have very various ways of managing a variety of stakeholders. Martin & Cheung [41]

iv. Project management approach

Companies consider project management as the pulp competency and research to carry benefits to the business through effective project management. You want changes to be most effective, and see management as a path to get performance Lehmann [56]. In other institutions, projects are oftentimes tools for managing and achievement organizational change.

The project-founded approach to change management increases the chances of success and particularly valuable in a planned modification approach, where it is important to identify changes and set measurable and clear objectives to achieve them. Research has shown that this area, which sets clear and measurable goals for changing and evaluating its achievements, is an area of improvement for many communities Oakland & Tanner [42]. This suggests that few organizations focus on transferring knowledge within and among project teams.

Investment can be made in developing project managers and major project resources rapidly change and lead to an immediate jump in performance Martin & Cheung [41]. When changes are delivered in the form of a project, the project need must always come from the organization's image strategy, and the project must be based on a legitimate business issue with a clear employer Kappelman et al. [65]

Change may fail a larger strategic stimulus or a major business issue. The organization must have a greater strategic incentive than a major business issue to motivate it to adopt new ways of working.

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2.2.2. Managing the Resistance to Change

O'Connor [61] define Resistance, as a mean of saying "no" to change, can be a restriction or not bolster specific projects or plans. It was known as the Restraint Force in order to maintain the current position. Major organizational changes occur only if the organization has suffered from pain. Conner & Newman [67].

Most people view resistance as a negative event that must be avoided. This belief caused by emotions about change, in comprehensive, is interpreted as negative and directed against change. Therefore, Galoppin & Caems [45] consider that resistance is passion and feeling, which contains the energy necessary to move the institution from the present state to the required future case.

Harrington et al [64] relates success to the cost of change, arguing that the cost of change should be less than the cost of maintaining the status quo. The main reasons behind the resistance of people to the projects of change, perhaps the most important fear of instability and unknown. Resistance to change projects has caused a lack of faith that there is an urgent the need for change, the dispute over the goals of change, the uncertainty that the goal is achievable, or the lack of confidence in the change manager O'Connor [61].

Bartoli & Hermel [68] presents many obstacles to the successful implementation of changes to the lack of clarity of real needs and problems to be resolved through change, the lack clarity of the goals of change and the Fear of the unknown future is exacerbated by the lack of reliable information. By nature, people expect fears and assume the worst, unless they see the opposite. Fear is feeling, and feelings are contagious Galoppin & Caems [45]. When the event causes fear of the individual, it spreads easily in the team, department or organization as a whole, so change cannot occur in a fearful environment Luecke [21]. One of the essential things in the process of change is that employees do not hesitate to identify problems and suggest solutions to challenge the status quo although their views and opinions are not consistent with the views of senior and middle management.

Luecke [21] argues that by default people resist the solutions imposed on them by people who scarcity intimate knowledge of their day-to-day operations. Encouraging participation can help to avoid top-down approaches: the problem is incorrectly identified, and the solution is too narrow, both of which can blow up the change project. Many change leaders

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do not know how to expect or identify possibility resistance before starting a change project Burchell [69].

There are two fundamental wellsprings of protection from change, which are usually and a significant danger. The first is linked people's perception, which is harmonious in maintaining the habit, seeking consistency, rather than constantly seeking new behavior. Sheth & Stellner [70] Individuals over time take advantage of organizational inefficiency for their own benefit and seek to establish the status and functional steadiness within the company Harris [71].

The proposed change is interpreted as threatening this stability as a risk, naturally causes dissatisfaction and resistance between staff. The most recent source of resistance is the understanding of the different risks of change that can be linked to social and economic factors, the uncertainty of performance or the realize side effects of change Sheth & Stellner [70]. According to O'Connor [61] some managers interact with the resistance by force and aim to control it, stop and end that resistance and this reaction doesn't work, since it opposes obstruction, it is a protective response to cautious activity.

There are two main approaches to the management of resistance to change. Summarized by academic literature, resistance is reduced and driving forces are accelerated. Lewin [72] argues that the reduction of crippling powers is much better than increasing driving forces. Bartoli & Hermel [68] argue that an increase in driving forces alone is likely to result in large blocks in the organization, where resistance fears are not taken into account. For his part O'Connor [61]. The best way of managing resistance is an open and open discussion with resistors, their fears are addressed and addressed. Staff should be encouraged to express their differing views on a change to reach a common realization of the problem find successful solutions.

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2.2.3. Factors for Need of Change

Perhaps the most important factors that the change process needs are: 2.2.3.1. Organizational factors

There are many organizational factors that help to change, the most important of which are: a- Organizational Communications.

Verčič et al. [73] defines organizational communication as a very important means and with its help, enterprise employees get the goals and objectives of the organization and information and knowledge about their individual responsibilities. For his part, Ruck & Welch [74] regards organizational communication as a method for managers to retain happily and committed workers. Management must adopt effective communication to achieve effective organizational performance Shonubi & Akintaro [75] .

Leaders of organizations anticipating changes need an awareness of organizational structures. Organizations typically have elaborated formal role patterns, clear authority structures, well developed regulatory mechanisms and adaptive structures, system norms, ideology. Change must progress through these structures to be institutionalized Katz & Kahn [76]. Katz & Kahn [76] reviewed a study by Morse and Reimer, a team of researchers who examined an organizational change in 1956. The organization was attempting to change the role structure with respect to decision-making so that lower hierarchical levels could have more power and responsibility. The experimenters worked with top management to assure a legitimized change in the structure. The change, intended for the lower level, affected all levels of the organization. Middle-Level management was left with no role. The experiment was pursued for one year,and, included before and after measurements of productivity and morale.

Current field experiments of this kind are needed to increase the knowledge of organizational dynamics and effectiveness Katz & Kahn [76]. Japanese organizations have provided much information about the change. Japanese organizations have been traditionally "flatter" organizations, with smaller operating divisions and smaller projects, and cross-disciplinary working procedures. Communication has been fast and unfettered with a high level of group loyalty and commitment Kanter [76] .

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American organizations are interested in surviving need to gradually restructure, from a "vertical" dimension which reflects elaborate corporate hierarchies to "horizontal" dimensions that allow direct cooperation between peers, across divisions and across departments. Newly restructured organizations should also develop alliances with other organizations and actively promote innovation Kanter [77] . A new organizational structure ideal could be formed as a person-centered organization looking for innovation and efficiency. These new organizations must find ways to develop flexibility and encourage innovation at the same time as they maintain mainstream activities. the change process is that change requires stability Kanter [78].

b- Top Management Support (TMS)

De Holan & Mintzberg [79] defines Top management support as "engaging in operational work". According to Hill & McShane [80], managers can be classified as senior managers, such as senior managers, executive directors, managers, information managers, etc. However, many investigations show that top management can be detached into multiple layers. Therefore, to eliminate any doubts and a clear appreciation of the Classes of supervisors are normally called level chiefs, board executives, and senior managers, and they can all be classified as top managers. Felekoglu & Moultrie [81]

Mintzberg [82] argues that senior managers are the delegated, important, and empowering organizational workforce for implementing a management strategy.

TMS was identified as one of the most important effective factors in achieving effective corporate systems according to Shao et al. [83]. The provision of senior managers is almost desirable in every part of the institution. This includes formulating strategies, training, and training workers at work.

Luthans et al. [84] argues that Managers at the Summit also engage with external groups with projects in the firm, maybe sellers, customers, and another institution, Because of their focus on so such a significant number of various individuals and issues, managers are expected to be familiar with these procedures. Supervision is believed to be not limited to scheduling, reviewing, and controlling, according to Gosling & Mintzberg [85]. TMS is a moving element to achieve higher levels of project performance and effectiveness Boonstra [86]

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Williams & Ramaprasad [87] argues when director at the top of the organization support all labor-related issues, there is better project and organizational level performance.

Leadership attitude in management usually has a significant impact on the creativity, civilization, and activity of peoples and organizations, according to Matzler et al. [88]. Huscroft [89] argues that TMS is recognized as an effective agent that stimulates job performance in an organization, and by emphasizing non-stop improvement it provides a guarantee for the success of the business process, organizational approval, clarity of the organization's tasks, and clear ideas.

c- (Information Technology) Efficiency

Glazer [90] believes that many executives and decision-makers will have the same view that the skill to successfully deal with data and information within a company has become somewhat vital because it provides a basis for obtaining benefits over competitors, and the importance of information in the global market will increase day after day Last, each organization ought to improve execution and viability utilizing apparatuses and procedures. Many companies are beginning to set up Axis point on (IT) so that the actual use of information can be made possible, according to Bharadwaj [91].

On the other hand, Hitt & Brynjolfsson [92] argued that there is no direct correlation between the efficiency and effectiveness of information technology, and that innovation and technology do not, of course, constitute the upper hand.

Taylor et al. [93] defines knowledge of information technology as technical knowledge consisting of a set of technicalities and principles that are used to obtain the wished-for results in the company. IT objects act as facilitators and are mainly responsible for increasing information production and distribution, "Software, computers, and support personnel" are classified as IT objects, Organizations need to make optimal use of their up-to-date human resources to achieve the success and competitiveness, according to Reardon et al. [94].