Title: Barriers to change implementation process by public and private organisations in Saudi Arabia
Authors: Salem M. Al-Ghamdi; Azhar Kazmi; M. Sadiq Sohail; Abdullah Aldhafeeri
Addresses: KFUPM Business School, King Fahd University of Petroleum and Minerals, Dhahran, 31261, Saudi Arabia ' KFUPM Business School, King Fahd University of Petroleum and Minerals, Dhahran, 31261, Saudi Arabia ' KFUPM Business School, King Fahd University of Petroleum and Minerals, Dhahran, 31261, Saudi Arabia ' Transactions Management, Saudi Water Partnership Company, Riyadh, 11382, Saudi Arabia
Abstract: The objective of this study is to examine the barriers to change implementation process in a rapidly changing economy. The study validates the resistance to change scale, which comprises four dimensions, short-term focus, routine seeking, emotional reaction and cognitive rigidity. The purpose of the study is to analyse the resistance to change, as an obstacle in change implementation processes in the context of Saudi Arabia. 179 respondents in public and private organisations provided data for the study. The dimensions were first tested to assess reliability and validity of the measures. Among the four dimensions, the most influential barrier to change implementation is routine seeking followed by emotional reaction. Cognitive rigidity comes next with short-time focus being the last dimension. The findings of this study will help managers in Saudi Arabia to overcome practically the potential barriers to change.
Keywords: barriers to change; change implementation; change management; organisational change; resistance to change; short-term focus; routine seeking; emotional reaction; cognitive rigidity; Saudi Arabia.
Journal for Global Business Advancement, 2020 Vol.13 No.1, pp.88 - 107
Received: 11 May 2020
Accepted: 13 May 2020
Published online: 21 Aug 2020 *