MANAGING READINESS FOR CHANGE TO UNLOCK PROJECT PERFORMANCE -A quantitative study at the cross-section of change- and project management practices-

This study explores the influence of perceptions on individual readiness for change as an explanatory factor in the field of organizational behavior and renewed human resource practices. Hereby, this study offers a fresh perspective on the comparative significance of culture versus nationality as explanatory constructs to further explore the realm of diversity-, equity- and inclusion practices in organizations. Based on a quantitative survey of 241 managers from Anglo-Saxon, North and Latin European, Arabian, and Far East Asian countries, the study employed a macro process regression procedure. Findings demonstrate the understanding of perceptual drivers that foster individual readiness for change has become an important phenomenon necessary to explore. This study lays the foundation to further explore and to conceptualize modern leadership behavior as well as supportive human resources interventions at both individual and group level. These insights underscore the importance of cross-cultural considerations in organizational change initiatives which also need to incorporate diversity-, equity- and inclusion practices in parallel to managing the organization’s transition toward a new value-creating configuration beyond its own boundaries. The study’s practical implications point to redefine project management- and leadership practices for globally exposed organizations.