Abstract
There are few studies on factors related to organisational change (e.g., attitude towards change, readiness for change and commitment to change) and on the role of behavioural and attitudinal variables in organisational change (e.g., responsible leadership, organisational culture, and job satisfaction). The relationship between behavioural and contextual variables in relation to organisational change is also under-researched. The aim of this study was to develop a behavioural and contextual model of organisational change. The study followed a quantitative research approach with a positivist research philosophy. The population consisted of Transnet’s permanent employees, both operational and support staff, working in the technical department in all seven business units nationwide, with a sample size of (N=373).
The results of the structural equation modelling showed a good fit with the data. In addition, the results showed meaningful relationships between responsible leadership, organisational culture, job satisfaction and organisational change factors (e.g., attitude towards change, readiness for change and commitment to change). Furthermore, the results suggest that organisational culture moderates the relationship between responsible leadership, job satisfaction, and readiness and commitment to change. The results of the study could assist state-owned enterprises (SOEs) in implementing and successfully executing organisational change initiatives, thus providing practical guidance for overcoming the challenges of change management in this unique context.