As a systematic approach that deals with people and resources by utilizing certain factors, change management is not a new concept in organizations. Change management is viewed as a process that involves coordination, control, and adaptation within an organization, a process that emphasizes the role of change leadership, organizational culture, and certain practices in the organization. However, change management is not without its challenges, such as the problem of acceptance that can influence the change plan and process. The awareness of change management challenges suggests a need for better understanding of the specific roles and nature of relationships that exist between factors that influence change management in order for the process to be more successful. Thus, this research aims to identify and critically evaluate factors that influence organizational change management in governmental enterprises in the United Arab Emirates (UAE). The empirical inquiry revealed that change leadership, organizational culture, and human resource (HR) practices have relationships that impact on change management. The literature review also led to the development of the research model, which comprises five hypotheses that informed the survey questions. A sample population of eight public interest sector or economic and commercial sector organizations was examined in order to determine the nature of the relationships that exist between organizational culture, change leadership, and HR practices in the UAE. Surveys designed by using the 5-point Likert scale were completed by 210 officials from these organizations. The data were analyzed by using confirmatory factor analysis and structural equation modeling and are discussed within the context of the literature review to ascertain the acceptance or rejection of the hypotheses. The findings revealed that change leadership and adhocracy organizational culture positively influence change management in the UAE. Although clan and adhocracy organizational culture exists in the organizations examined, the outcome of using the Cronbach alpha coefficient shows that the relationship between hierarchical organizational culture and change management is only positive in a partial manner. The key results indicate that there is a positive relationship between change leadership and change management, and that a positive between change leadership and change management exists when HR practices mediates. The implication of this , is that it is important that organizations utilize HR practices in the best possible way to ensure that the relationship between change management in an effective and result-driven manner. It was also discovered that the hypothesis that states that a positive relationship between hierarchical culture and change management exists is partially supported, whereas relationships with clan culture is rejected. The implication of this result is that the change leadership ought to be mindful of the organizational culture to cultivate the forms or types of organizational culture to encourage for the purpose of change management. Organizations in the UAE are better positioned to effectively transition through any change process with adhocracy culture. The results further reveal that there is a positive relationship between organizational culture dimensions i.e. clan, adhocracy and hierarchical, and change management in the UAE. Positive relationship between organizational culture dimensions and change leadership was also identified, but HR practices mediating the relationship between clan organizational culture and change management was rejected. despite the varied influence of HR practices on clan, adhocracy and hierarchical culture, positive relationships between culture dimensions and change leadership and change management. Therefore, the key results established through these research findings strongly indicate the change leadership, adhocracy culture, and HR practices important are crucial to change management in UAE organizations. It is however important to understand the relationships between these constructs, in order to utilize them well for successful change management. process or frustrate the intended change. Although clan and hierarchical organizational cultures may have similar influence on change management in other countries, this research indicates that adhocracy organizational culture strongly influences change management in the UAE.

Managing Organizations in the United Arab Emirates seeks to familiarize readers with the nature of doing business and managing organizations in the Middle East by bringing together case studies on United Arab Emirate (UAE) organizations, one of the most dynamic and rapidly growing economies in the world.

Scholars agree that change has become a staple in organizational life and will likely remain as such beyond the 21st century. As the rate of change continues to accelerate, organizations must strive to develop and implement new initiatives in order to obtain significant benefits to organizational survival, economic viability, and human satisfaction. Organizational Change Management Strategies in Modern Business covers the most important elements of change management as well as the difficulties and challenges that organizations have faced when implementing change. In sampling different disciplines relevant to topics such as resistance to change, mergers and acquisitions management, leadership, the role of human resource strategies, and culture, this reference work is a useful resource for academics, professionals, managers, administrators, and others interested in organizational change.

Managing Organizations in the United Arab Emirates seeks to familiarize readers with the nature of doing business and managing organizations in the Middle East by bringing together case studies on United Arab Emirate (UAE) organizations, one of the most dynamic and rapidly growing economies in the world.

Change in organizations is all about people: it is people who plan, prepare for and implement change, and who are affected by it in the daily course of their work. Yet there is a tendency to focus on quantifiable and often more easily solved technical aspects of implementing organizational change programmes, and ignore the complex ways that these will impact individuals. Providing an evidence-based analysis of change in organizations, Managing and Leading People Through Organizational Change is written for practitioners responsible for change programmes and postgraduate students of organizational change. This updated edition demonstrates the importance of understanding the effects of change on individuals and engaging them collaboratively through the transformation journey. Featuring new material on individual wellbeing and the impact of technological advances on the workplace, this book sets out frameworks, practical approaches and recommendations for communicating with and leading individuals, teams and organizations through change. Full of exercises, interviews and case studies from across the globe, this book is an essential resource for leaders and students enabling them to achieve sustainable benefits of change at work.

In the face of rapid economic developments, globalization, and technological advancements, organizations must adapt to thrive in an ever-changing landscape. Managing Successful and Ethical Organizational Change is a comprehensive guide that explores the vital skills and competencies needed to navigate this complex task. Emphasizing the symbiotic relationship between change and innovation, the book highlights their role in driving the formation of new practices crucial for business survival. Taking a systemic perspective, the book delves into the interplay between an organization's openness to change and its ability to implement successful transformations. It examines the internal and external drivers of change, enabling readers to gain a comprehensive understanding of the forces at work. The multifaceted responsibilities of leaders in managing change effectively are explored, including addressing resistance, fostering employee satisfaction, nurturing relationships, recognizing individual contributions, and resolving conflicts within the context of change. Whether for public or private sector executives, students, or educational staff, the book offers invaluable insights, making it an indispensable resource. Its comprehensive analysis, practical proposals, and scholarly approach position it as an essential tool for academics and professionals in the field of organization and business administration.

This book offers a holistic introduction to Organizational Change Management through a distinct and timely perspective of organizational change agency. It takes a highly practical and unique approach, with cutting-edge chapters on digital transformation, creativity, power and inclusivity and diversity. Key features include: Case Studies based on real companies, which can be used to study chapter topics across a variety of international contexts, industries, and organizational forms. Experiential and Discussion Activities which provide an opportunity to gain invaluable insight needed in the workplace.