An empirical investigation of the influence of organizational culture on individual readiness for change in Syrian manufacturing organizations

Abstract

Purpose

While few recent studies have paid attention to the relationship between organizational culture (OC) and individual readiness for change (IRFC), there is still a lack of systematic and empirical studies regarding the influence of all OC types on the IRFC components within the change management literature. This study aims to fill this gap in the literature by empirically examining the influence of all four organizational culture types of the competing values framework (CVF) on the components of IRFC regarding TQM implementation, within the context of manufacturing organizations operating in Syria.

Design/methodology/approach

A total of four hypotheses were proposed for testing. A questionnaire was developed and distributed to 350 Syrian manufacturing organizations (SMOs) in order to measure the level of IRFC and to identify the cultural profiles and characteristics of these organizations.

Findings

The analysis of the data collected shows that certain types of organizational culture are conducive to fostering IRFC. In particular, the findings of an empirical investigation revealed that group culture and adhocracy culture are the most supportive culture types for IRFC.

Originality/value

This paper contributes to the existing literature of change management by providing empirical evidence leading to advancement of knowledge and the understanding of the relationship between OC types and IRFC components. Furthermore, the paper adds value via its contextual originality; being the first study that empirically examined the Syrian cultural context, and hence contributing to the scarce body of literature of both OC and IRFC, and in particular the developing countries.

Citation

Haffar, M., Al-Karaghouli, W. and Ghoneim, A. (2014), "An empirical investigation of the influence of organizational culture on individual readiness for change in Syrian manufacturing organizations", Journal of Organizational Change Management, Vol. 27 No. 1, pp. 5-22. https://doi.org/10.1108/JOCM-04-2012-0046