Factors Affecting Resistance to Organizational Change in the Ministry of Higher Education, Research, and Innovation, Oman

Abstract

The COVID-19 pandemic has caused an unprecedented humanitarian, social, and health disaster. In its aftermath, countries and organizations are striving to transform and acquire 21st-century skills to adapt to the current era. Organizational change has thus become crucial not only for sustainable development but also to survive crises. Consequently, this study investigates the critical factors affecting employees’ resistance to organizational change in Oman's Ministry of Higher Education, Research, and Innovation (MOHERI). Using Lewin's Change Management Model as the theoretical framework, survey data was collected from 344 MOHERI employees and analyzed using structural equation modeling. The findings indicate that leadership and SMART quality service significantly influence resistance to change. Additionally, it is revealed that organizational practices play vital roles in shaping employees' attitudes toward change, whereas employees’ talent and knowledge moderate their resistance towards change. By providing empirical evidence on the elements that influence successful organizational transformation in Oman's public sector, this study provides policymakers, managers, and the Omani government with a better understanding of this phenomenon, enabling them to design more effective change strategies and policies. The study also adds value to the organizational change literature, offering directions for future research to focus on these crucial factors for successful change.