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This systematic review examines how organisational culture (OC) influences organisational change in developing countries, addressing a literature gap concentrated in Western, high-income contexts. Following PRISMA 2020 guidelines, we analysed 35 studies published between 2000 and 2025, spanning healthcare, manufacturing, higher education, public administration, and finance across 15 developing nations. The synthesis employed thematic analysis guided by the Competing Values Framework and institutional theory. Results indicate that organisational culture operates as a contingent mediator rather than a uniform driver or barrier. Clan culture consistently facilitates change through empowerment, trust, and participative decision-making. Conversely, a hierarchy culture typically impedes implementation through centralised authority, information hoarding, and suppressed psychological safety. Adhocracy and market cultures produce context-dependent effects, moderated by sectoral constraints and managerial practices. National cultural dimensions, political interference, and resource scarcity significantly moderate these relationships, often neutralising formal change policies. The findings demonstrate that change management practices mediate the culture-outcome link but require multi-level alignment to succeed. This review contributes a contextual model for OC-change dynamics, extending Western frameworks by showing that hierarchy in developing contexts is frequently an institutionalised norm rather than a managerial preference. Practically, the study provides evidence-based guidance for diagnosing cultural fit, adapting change strategies to national realities, and addressing systemic resource constraints.

This study examined the effect of organisational culture on employees' readiness towards change at two Eswatini state-owned enterprises. Guided by a positive research philosophy, the study adopted a quantitative, cross-sectional research design. Daya was collected from a stratified sample of 543 permanent employees using the Organisational Culture Assessment Instrument (OCAI) and the Readiness Toward Change Scale (RTCS). Reliability was assessed by using Cronbach's alpha, while confirmatory factor analysis, correlation analysis, and multiple regression were employed to examine the relationship and predictive effects among the variables. The results revealed a positive and statistically significant relationship between organisational culture and readiness towards change. Market culture emerged as the strongest predictor of readiness towards change, followed by hierarchical culture, Adhocracy culture, and clan culture. These findings suggest that performance orientation, structural clarity, adaptability, and relational cohesion jointly contribute to enhancing employee readiness for organisational change. From the business ecosystem and strategic management perspective, the findings highlight the importance of cultivating an adaptive organisational culture as a key enabler of sustainable performance, ethical governance, and stakeholder trust. At a broader socio-economic level, strengthening organisational culture and employee readiness for change within state-owned enterprises can enhance productivity, promote social equity, and support inclusive growth, reinforcing Eswatini's business and socio-economic ecosystem.

This study investigated responsible leadership influence on readiness for change in a South African state-owned enterprise. A quantitative research approach was used to conduct a cross-sectional study with a stratified random sample of employees in a South African state-owned enterprise. Participants completed the Responsible Leadership Scale (RLS) and the Readiness for Change Scale (RTCS). Standardised multiple regression analysis was used to analyse the influence of responsible leadership on readiness for change. The results showed that responsible leadership relates positively and significantly to readiness for change. Furthermore, responsible leadership influences willingness to change. This study emphasises the important role of responsible leadership in readiness for change. In addition, understanding the influence of responsible leadership on readiness for change can provide insight into the inner motives that drive teachers in difficult situations. The study can serve as a basis to increase staff readiness for change.

This study aimed to investigate the influence of organisational culture on employee attitudes towards organisational change in a South African state-owned enterprise. A cross-sectional survey was conducted with a random sample (n = 373) of employees at a state-owned enterprise. The Organisational Culture Questionnaire (OCQ) and the Employee Attitudes to Organisational Change Scale were evaluated. Correlation and multiple regression analyses were used to determine the influence of organisational culture on employee attitudes towards organisational change. The findings indicate that organisational culture is related positively and significantly to employees' attitudes towards organisational change. Furthermore, the results indicate that organisational culture influences employees' attitudes towards change. The findings provide new evidence that an organisation that promotes positive organisational culture practices influences employee behaviour and attitudes positively towards organisational change in a South African government organisation.  

The quantitative change management measurement for effective use, which consists of operationalized change drivers, dimensions and sub-dimensions for effective use of Examination Administration System (EAS) in the South African context, has been scarcely discussed in the literature. This paper intends to develop and validate a change management measurement instrument (CHAMI) to measure the effective use of EAS in South Africa’s (SA) Technical and Vocational Education and Training (TVET) colleges. The CHAMI was developed drawing on the survey measurement instruments literature for change management and effective use and assessed quantitatively using data collected from 215 EAS users across all 318 TVET colleges from nine provinces of SA. The empirical results found the existence of construct validity of the CHAMI with 11 dimensions (i.e. user involvement and change recognition, user satisfaction, performance measurement, technology use, EAS adaptive use, EAS verification, user learning, transparent interaction, representational fidelity, informed action, and effective use) and 63 questions. Another contribution this study stems from the way the research constructs in a measurement model are operationalized as they incorporate measurement class (i.e. reflective or formative). This paper presents a CHAMI for effective use of EAS. In the future, management, researchers and practitioners can use the CHAMI to measure effective use, espouse or adapt instrument as an additional use measurement dimension on United Nations digital transformation programmes index or test it in different settings to advance its generalizability.

This paper evaluates the impacts of self-efficacy, employee attitude towards organizational change, Leadership 4.0, and perceived organizational support (POS) on employee acceptance of the organizational change (EAOC) within businesses in the 4IR era. The study’s sample was taken from ten (10) businesses in the Lagos and Oyo States of Nigeria. This paper applied a cross-sectional survey method, and questionnaires were randomly disseminated. However, out of the 250 questionnaires distributed, 246 were recovered, suitable for use, and analyzed with the Statistical Packages for Social Sciences (SPSS version 28). This paper showed that self-efficacy, attitudes towards organizational change, Leadership 4.0, and perceived organizational support significantly, jointly, and independently influence the sustainability of employee acceptance of organizational change within Nigeria’s work organizations in the 4IR era. Work organizations are urged to provide training and exposure to higher responsibilities via delegation of authority. This would help employees within Nigeria’s business organizations gain better self-competence and serve as proof of organizational support, leading to accepting change without much struggle. They should also ensure that employees know the need for these changes in the 4IR era. Further, the management needs to train and support employees in dealing with the challenges inspired by the 4IR. Besides, the management should adopt a leadership style, such as Leadership 4.0, for the conditions and contests from the 4IR