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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

Research has indicated that problems related to behavioral support for organizational change must be re-addressed to provide an improved implementation of changes. It is essential to explore factors for the complex implications of organizational change before implementing it in practice. This research aims to explore predictors of behavioral support for organizational change in Ethiopian commercial banks. In-depth interviews with purposive and convenient sampling techniques were conducted with employees (n=43) because qualitative research provides opportunities to explore employee experiences and get detailed information about how they perceive behavioral support for organizational change. This study used grounded theory and thematic analysis to explain behavioral support for organizational change and to establish a theoretical basis for further investigations. Our findings indicate that traditional predictors for behavioral support for organizational change might not be enough. This study suggested three new predictors: "perceived cost," "reward," and "prior change experience" to explore behavioral support for organizational change. The study tried to clarify organizational change drivers from employees' perspectives, which offered an alternative avenue that could provide the foundation for accepting organizational change.

Behavior change maintenance can guide the development and evaluation of interventions promoting sustained behaviors in organizational changes. This research aims to examine the factors that influence behavioral maintenance for organizational change in Ethiopian commercial banks. The study developed a comprehensive model to explain the mechanism of behavioral maintenance for organizational change by employees, using self-determination theory with two additional exogenous constructs, value congruence and excessive work demands. Applying mixed-analytical approaches, including SEM and fsQCA, advances the knowledge of how employees motivate to maintain their behavior regarding the organizational change. The target population consists of lower-level managers and 317 valid responses were retained for further analysis. In our findings, the SEM results reveal that perceived relatedness, perceived competency, perceived autonomy, and perceived enjoyment influence employees' behavioral maintenance for organizational change, the fsQCA results indicated that value congruence must always be combined in these variables. The findings suggested an alternative path that might serve as the basis for sustaining organizational change.

This study aims to assess the impact of communication adequacy on resistance to change at selected dealership companies in the Durban Metropolitan Region. Recent studies suggest that there could be various other factors that influence resistance including leadership skills, demographic factors and theoretical components of resistance to change. The study uses the non-random purposive sampling collected from 270 staff at selected dealership companies in the Durban Metropolitan Region using questionnaires administered to employees. The structural equation model was also applied in analyzing the data. The findings of the study show that there is a significant relationship between communication adequacy based on structure and channel efficiency in relation to resistance communication based on channel efficiency positively influencing resistance to change. The study further provides practical implications for the employees at the selected dealership companies to consider more strategic and appropriate communication tools.

This paper aims to address the effects of organizational change as one of the key issues in management ethics today. The paper is based on the deductive and inductive approaches. The comparability analysis of the data was done with the application software for statistical analysis SPSS as a tool for data entry, organizing the entry of received data through which the similarities and differences between the different variables in relation to the purpose of the research are applied. This paper highlights that organizational ethics comprises the guidelines on how an organization responds to the external environment. The main implications of the paper: (i) Cultural changes are the factor that is usually not taken seriously during the changes that occur in the Bank, therefore the organizational structure created in the institution has determined the need for that culture to change in accordance with new changes so that the staff of the organization is in line with those changes; (ii) better change management skills are not only desirable, but they are also necessary for achieving vital improvements in the Bank; (iii) Ensuring that all staff members are informed of what changes will be made by management is a kind of "selling" of the changes through good and regular communication to the audience within the Bank

Organizations today are in a dynamic state and in need to constantly change. This study aims to determine the mediating role of mindfulness in the relationship between perceived organizational support and individual readiness for change. This research was conducted by distributing questionnaires to 175 employees who work in service companies determined by the purposive sampling technique. The existing data is then processed using Structural Equation Modeling with AMOS 3.0 software. The results show that perceived organizational support has a positive effect on individual readiness for change, and mindfulness mediates the direct effect of perceived organizational support on individual readiness for change. Implications and suggestions for future research are also given.

The purpose of this article is to examine effect of organizational change strategies on competitive advantage of Al-Bayda Commercial Banks. The descriptive analysis approach was used to accomplish the objectives of this study, and the necessary data for the study were collected through a questionnaire. The study was conducted on a sample of (91) managers in these banks. A group of descriptive and analytical analysis methods were employed to process the data. It has been found that there are high levels of two organizational change strategies: the awareness strategy and the mental strategy, while the level of coercive strategy use was moderate. The results indicated that there is a significant effect of organizational change strategies on competitive advantage, and that there is a significant effect of organizational change strategies in the dimensions of competitive advantage (cost, quality, flexibility and innovation).