Nawaz, Muhammad Kam an e al.
A icle
Public sec o ans o ma ion in eme ging economies:
Fac o s a ec ing change adop ion in Pakis an
Adminis a i e Sciences
P o ided in Coope a ion wi h:
MDPI – Mul idisciplina y Digi al Publishing Ins i u e, Basel
Sugges ed Ci a ion: Nawaz, Muhammad Kam an e al. (2025) : Public sec o ans o ma ion in
eme ging economies: Fac o s a ec ing change adop ion in Pakis an, Adminis a i e Sciences, ISSN
2076-3387, MDPI, Basel, Vol. 15, Iss. 4, pp. 1-27,
h ps://doi.o g/10.3390/admsci15040126
This Ve sion is a ailable a :
h ps://hdl.handle.ne /10419/321270
S anda d-Nu zungsbedingungen:
Die Dokumen e au EconS o dü en zu eigenen wissenscha lichen
Zwecken und zum P i a geb auch gespeiche und kopie we den.
Sie dü en die Dokumen e nich ü ö en liche ode komme zielle
Zwecke e iel äl igen, ö en lich auss ellen, ö en lich zugänglich
machen, e eiben ode ande wei ig nu zen.
So e n die Ve asse die Dokumen e un e Open-Con en -Lizenzen
(insbesonde e CC-Lizenzen) zu Ve ügung ges ell haben soll en,
gel en abweichend on diesen Nu zungsbedingungen die in de do
genann en Lizenz gewäh en Nu zungs ech e.
Te ms o use:
Documen s in EconS o may be sa ed and copied o you pe sonal
and schola ly pu poses.
You a e no o copy documen s o public o comme cial pu poses, o
exhibi he documen s publicly, o make hem publicly a ailable on he
in e ne , o o dis ibu e o o he wise use he documen s in public.
I he documen s ha e been made a ailable unde an Open Con en
Licence (especially C ea i e Commons Licences), you may exe cise
u he usage igh s as speci ied in he indica ed licence.
h ps://c ea i ecommons.o g/licenses/by/4.0/
Recei ed: 9 Feb ua y 2025
Re ised: 25 Ma ch 2025
Accep ed: 26 Ma ch 2025
Published: 29 Ma ch 2025
Ci a ion: Nawaz, M. K., El we i, A.,
Abbas, K., Al-Ka aki, W., Edghiem, F.,
Fos e , S., & Adali, M. (2025). Public
Sec o T ans o ma ion in Eme ging
Economies: Fac o s A ec ing Change
Adop ion in Pakis an. Adminis a i e
Sciences,15(4), 126. h ps://doi.o g/
10.3390/admsci15040126
Copy igh : © 2025 by he au ho s.
Licensee MDPI, Basel, Swi ze land.
This a icle is an open access a icle
dis ibu ed unde he e ms and
condi ions o he C ea i e Commons
A ibu ion (CC BY) license
(h ps://c ea i ecommons.o g/
licenses/by/4.0/).
A icle
Public Sec o T ans o ma ion in Eme ging Economies: Fac o s
A ec ing Change Adop ion in Pakis an
Muhammad Kam an Nawaz 1, Ahmed El we i 1,* , Khalid Abbas 1, Wa’el Al-Ka aki 2, Fa ag Edghiem 3,
Sco Fos e 1and Muni Adali 4
1Li e pool Business School, Li e pool John Moo es Uni e si y, Li e pool L1 9DE, UK;
[email p o ec ed] (M.K.N.); [email p o ec ed] (K.A.); [email p o ec ed] (S.F.)
2In e na ional Business School, Teesside Uni e si y, Middlesb ough TS1 3BX, UK; w[email p o ec ed]
3Digi al Ma ke ing Communica ions, Manches e Me opoli an Uni e si y, Manches e M15 6BG, UK;
[email p o ec ed]
4
Depa men o Adminis a i e and Financial Sciences, Al-Zah aa Highe Ins i u e o Science and Technology,
T ipoli, Libya; [email p o ec ed]
*Co espondence: [email p o ec ed] o [email p o ec ed]
Abs ac : O ganiza ional change emains a signi ican challenge in de eloping coun ies,
o en hinde ed by en enched bu eauc a ic cul u es and esis ance o e o m. This s udy
in es iga es he key de e minan s o change accep ance among public sec o employees in
Pakis an, ocusing on he Khybe Pakh unkhwa (KPK) egion. Using a su ey o 320 public
sec o wo ke s, his esea ch examines employee a i udes owa d o ganiza ional change
h ough a mul i-concep ual amewo k ha inco po a es echnical, o ganiza ional, and
en i onmen al ac o s. Ten in luencing ac o s we e analyzed using S uc u al Equa ion
Modeling (SEM) in AMOS. The indings e eal a s ong posi i e ela ionship be ween nine
ac o s—change managemen , IT in as uc u e, ewa d sys ems, echnical compe ency, op
managemen suppo , legal amewo ks, o ganiza ional cul u e, and HRM p ac ices—and
employees’ willingness o accep change. This s udy p esen s a obus explana o y model
wi h high p edic i e powe o change accep ance. I p o ides aluable insigh s in o e o m
dynamics in de eloping na ions and o e s p ac ical s a egies o guide success ul public
sec o change managemen ini ia i es.
Keywo ds: e o m; change managemen ; TOE amewo k; change model; SEM
1. In oduc ion
The in oduc ion o In o ma ion and Communica ion Technologies (ICTs) in public
adminis a ion has long been unde s ood in e ms o an in en ion o implemen e o m
wi h a iew owa ds minimizing inbuil ine iciencies in bu eauc a ized o ms o go e -
nance (Co della & Tempini,2015;Cunha e al.,2019). This ansi ion has in ac suppo ed
e-go e nmen p og ams, o ICTs can ha e a signi ican impac in e ms o public admin-
is a ion (Malodia e al.,2021). The concep and e ec i e use o e-go e nmen ha e been
ecognized as key b eak h oughs in public adminis a ion (Van de Voe e al.,2013;Ki sios
& Kama io ou,2017) h oughou he 20 h cen u y.
Howe e , he COVID-19 pandemic accele a ed he adop ion o ICTs, educing he
eliance on ace- o- ace con ac . This shi occu ed apidly, and go e nmen s ha e since
s uggled wi h he challenges o ans o ming long-s anding adi ional p ac ices in a
sho pe iod.
In oday’s e e -g owing, highly in e dependen , and cons an ly changing en i on-
men , p i a e and public sec o o ganiza ions ha e no al e na i e bu o adap in o de
Adm. Sci. 2025,15, 126 h ps://doi.o g/10.3390/admsci15040126
Adm. Sci. 2025,15, 126 2 o 27
o su i e and emain compe i i e (Shaa e al.,2015;Hameed e al.,2019). While he
pace o o ganiza ional change is inc easing ac oss sec o s (Rowold & Ab ell-Vogel,2014;
Al-Ali e al.,2017;Yuksel,2017), schola ly a en ion has p edominan ly ocused on he
p i a e sec o (Van de Voe e al.,2013;Kicke ,2014;Alshah ani e al.,2022). This has led
o ex ensi e wo k on change managemen in he p i a e sec o , while esea ch in public
sec o change managemen emains limi ed (Bu nes & By,2012;Van de Voe e al.,2013).
None heless, some esea che s ha e examined he applicabili y o p i a e sec o change
managemen echniques wi hin public sec o con ex s (Kicke ,2014;Van de Voe ,2016).
Public sec o e o m p og ammes, howe e , o en ace conside able challenges and ailu es
(Bu ke,2010;Ko e ,2010;Bu nes & Jackson,2011;Van de Voe ,2016). Wha is o en
missing in he discou se is a de ailed analysis o e ec i e o ganiza ional change s a egies
speci ic o public sec o o ganiza ions (Kicke ,2010;Ki sios & Kama io ou,2017).
O e he pas 25 yea s, go e nmen s wo ldwide ha e launched public sec o e o ms
in esponse o iscal p essu es, democ a ic mo emen s, and g owing ci izen demands o
imp o ed go e nance (B andsen & Kim,2010;Gelaidan & Ahmad,2013). Public sec o
manage s a e inc easingly expec ed o implemen change p og ammes and apply ele an
heo e ical amewo ks. Howe e , mos o hese amewo ks ha e o igina ed in he Wes
and a e oo ed in p i a e sec o p ac ices (Pie cy e al.,2013;Van de Voe ,2014), aising
conce ns abou hei sui abili y o de eloping coun ies, whe e he e o m landscape is
signi ican ly di e en (Gholami e al.,2021).
This pape explo es change and e o m in he public sec o o Pakis an’s Khybe
Pakh unkhwa (KPK) p o ince. This s udy aims o iden i y key d i e s and ba ie s o
e-go e nmen ini ia i es in his con ex . Based on his unde s anding, i o e s p ac ical
ecommenda ions o help leade s educe e o m ailu es and enhance success a es. A
con ex -speci ic change model is de eloped, ocusing on he unique en i onmen o he
KPK egion.
KPK ep esen s a pa icula ly ele an se ing due o i s exposu e o mul iple e o m
ini ia i es a ge ing adminis a i e e iciency, digi al go e nance, anspa ency, and public
accoun abili y. Howe e , despi e hese e o s, ou comes ha e emained une en due
o pe sis en bu eauc a ic esis ance, weak echnical in as uc u e, and complex socio-
poli ical dynamics (Wo ld Bank,2022). These challenges make KPK an ideal case o
analyzing he in e play be ween echnological, o ganiza ional, and en i onmen al ac o s
in change adop ion.
P io esea ch has shown ha public sec o o ganiza ions ace unique challenges in
implemen ing change compa ed o hei p i a e coun e pa s (Angel-S eda,2013;Ba aglio
e al.,2019;Colling on,2022). Ye , such speci ic con ex s emain unde ep esen ed in he
li e a u e (B andsen & Kim,2010;Liguo i,2012;B inke ho & B inke ho ,2015;Van de
Voe e al.,2013;Alas & Elenu m,2018;Gholami e al.,2021). Mo eo e , e o m e o s a e
o en shaped by local adminis a i e s uc u es and equi e ailo ed app oaches; a uni e sal
one-size- i s-all model may no be e ec i e (Kuipe s e al.,2014;Gholami e al.,2021). In
Pakis an, e o m e o s ace unique challenges such as bu eauc a ic ine ia, cen alized
decision-making, adminis a i e edundancies, coo dina ion gaps, skill sho ages, and
insu icien in as uc u e (Sha i & Mansoo ,2022). These obs acles unde mine e o m
e o s in KPK, highligh ing he impo ance o analyzing such con ex -speci ic ba ie s
and enable s.
Unde s anding he ac o s in luencing public sec o change is i al o de eloping
e ec i e e o m s a egies (T oshani e al.,2011). This s udy aims o in o m policymake s
and public sec o leade s by iden i ying s a egies ha enhance change eadiness and
suppo success ul implemen a ion.
Adm. Sci. 2025,15, 126 3 o 27
While p io s udies ha e examined o ganiza ional change in public sec o se ings,
much o he esea ch has been based in Wes e n con ex s o d awn om p i a e sec o
models, o en igno ing he speci ic challenges aced by de eloping coun ies (Azzaz &
Salahddine,2022;Alshah ani e al.,2022). Mo eo e , he applica ion o he Technology–
O ganiza ion–En i onmen (TOE) amewo k in public sec o esea ch, especially in eme g-
ing economies, has been limi ed. This s udy add esses his gap by applying he TOE model
o examine change adop ion in he con ex o Pakis an’s public sec o , wi h a speci ic ocus
on KPK. By in eg a ing con ex -speci ic a iables, his esea ch enhances he heo e ical el-
e ance o he TOE model in public sec o e o m discou se and p o ides empi ical insigh s
in o how echnological, o ganiza ional, and en i onmen al ac o s shape change eadiness.
This s udy he e o e applies he Technology–O ganiza ion–En i onmen (TOE) ame-
wo k o in es iga e he de e minan s o change adop ion among public sec o employees
in Pakis an, wi h a pa icula ocus on he unique socio-poli ical landscape o he Khybe
Pakh unkhwa (KPK) egion. The TOE amewo k enables he analysis o con ex ual in lu-
ences ac oss h ee majo ca ego ies: echnological ac o s (IT in as uc u e and echnical
compe ence), o ganiza ional ac o s ( op managemen suppo , ewa d sys ems, HR ca-
paci y, and o ganiza ional cul u e), and en i onmen al ac o s (poli ical leade ship, legal
sys ems, socio-cul u al in luences, and economic condi ions). By de eloping and es ing
a se o hypo heses ac oss hese ca ego ies, his s udy aims o iden i y he key enable s
and ba ie s o e o m adop ion in a de eloping coun y con ex . This in eg a ed app oach
o e s bo h heo e ical insigh s and p ac ical implica ions o designing e ec i e public
sec o change managemen s a egies in Pakis an and simila eme ging economies.
This pape is o ganized in o se en sec ions. Following his in oduc ion, he nex
sec ion p esen s he heo e ical backg ound, ollowed by he me hodology, key indings, dis-
cussion, and conclusions. This pape concludes by discussing i s limi a ions and sugges ing
di ec ions o u u e esea ch.
2. Theo e ical Backg ound
2.1. App oaches o Change Managemen
O ganiza ions, whe he p i a e o public, ha e no choice bu o adap o su i e in
oday’s e e -changing business en i onmen (Popa a,2012;Jayabalan e al.,2021;Vo we k
Ma en e al.,2024). Change adap a ion p edominan ly in ol es wo ypes: planned and
eme gen (Bu nes & By,2012;Gelaidan & Ahmad,2013;Oli ei a e al.,2021). Typically,
mos change managemen me hodologies p e e employing he planned model (Mi chell,
2013), cha ac e ized by i s o de ly p og ession be ween wo phases h ough a sequence o
planned ac ions. I is an ideal model o dealing wi h o ganiza ional conce ns a ising ou o
unhappiness wi h he cu en s a e (Gelaidan & Ahmad,2013).
Planned change amewo ks, some imes simply called s age o s ep app oaches, ollow
a sequen ial o ma . The amous h ee-s ep model de eloped by Lewin’s in 1951 in ol es
ac ions o un eezing, changing, and e- eezing (Shi ey,2013;Mi chell,2013). I posi s
d opping ou moded beha io in a o o e ec i e beha io change. In con as wi h i s base
model, c i icism o o e simplism and ailu e o p esen use ul guidance ha e p omp ed
e inemen s and addi ions ia Lippi e al. (1958), Cummings and Huse (1989), Schein
(1996), Roge s (2003), and Cap io i and Donaldson (2022). These adap a ions seek o
mi iga e weaknesses in he model, such as i s cons an o ganiza ional assump ion. Ko e
(2010) subsequen ly de eloped his one s age u he wi h an eigh -s ep model o change
o use in mos ypes o o ganiza ional change.
Ko e ’s eigh -s ep model (Table 1) iden i ies leade ship’s key ole in change manage-
men , and ha is de eloping and communica ing a ision (Rees & F ench,2016). I is a
map o change, bu success will ely on he iming, a ailabili y, and ca e ul pe o mance
Adm. Sci. 2025,15, 126 4 o 27
o each s age; one w ong mo e and he whole exe cise can go w ong. Empi ical s udies
unde picking change models a e no many, bu mos ha e p e-implemen , implemen , and
pos -implemen phases. Success ul change managemen app oaches mus be lexible, wi h
con inuous e-e alua ion, edesign, and eo ien a ion a each s age in he p ocess.
Table 1. Ko e ’s (2010) eigh -s ep change model.
S eps Desc ip ion
1. Es ablish a sense o u gency The need o change.
2. C ea e a guiding coali ion Wi h au ho i y and c edibili y.
3. De elop a ision and s a egy A clea aim and way o wa d.
4. Communica e he change ision
P omo e unde s anding and commi men .
5. Empowe b oad-based ac ion Enable people o ac and
o e come ba ie s.
6. Gene a e sho - e m wins To mo i a e and ensu e u he suppo .
7. Consolida e gains and p oduce
mo e change Main ain change momen um.
8. Ancho new app oaches in he cul u e New alues, a i udes, and beha io s.
2.2. O ganiza ional Change in he Public Sec o
The public sec o encompasses all s a e-con olled en i ies dedica ed o se ing he
public (We he ly & O e ,2011;Domínguez e al.,2011;Kelly & Ashwin,2013). As no ed in
Angel-S eda (2013), public o ganiza ions ha e o ganiza ional s uc u es speci ic o hem
in e ms o legal, echnological, economic, poli ical, demog aphic, ecological, and cul u al
ac o s. Public o ganiza ions, in con as o p i a e o ganiza ions, ha e a la ge g oup o
decision-make s, mul i-di e se g oups o s akeholde s, and hie a chical s uc u es (Angel-
S eda,2013;Domínguez e al.,2011;Colling on,2022). Theo e ical dis inc ions be ween
change adop ion and i s ealiza ion a ise be ween p i a e and public o ganiza ions (Popa a,
2012;S e nbe g & Ka ami,2022) and deno e con lic ing mo i es o change ini ia ion in
bo h sec o s (Sa da ,2012). Change implemen a ion s a egies de eloped in he p i a e
sec o can ha e coun e p oduc i e consequences in he public sec o (Ki sios & Kama io ou,
2017;Zoukoua,2024). Neglec ing he public sec o ’s speci ici y can slow down e o m
p ocesses (Pie cy e al.,2013).
In public adminis a ion, “ e o m” and “change” ha e been u ilized in e changeably
(S okosch & Osbo ne,2021;Azha e al.,2022). Public agencies in oduce e o m (change) in
eac ion o s imuli in he en i onmen , such as policy e o m, new legisla ion, echnological
change, and high-le el eo ganiza ions (B yson e al.,2021). To eac o such change, public
agencies u ilize op-down app oaches mos , wi h he assump ion ha op managemen
bes unde s ands and can make a change (Angel-S eda,2013;Callanan e al.,2024). O he s,
howe e , belie e a base model o change, wi h pa icipa i e wo ke s, is mos impo an
o e e se esis ance and build a high le el o commi men (Abdul aheem e al.,2013;
Khaw e al.,2023). Pu e op-down wi h li le consul a ion wi h wo ke s will no wo k
(Go sch e al.,2023).
Poli ical and legisla i e conside a ions make e o m (change) in public o ganiza ions
e en mo e complex (Angel-S eda,2013). Public o ganiza ions ha e long been posi ioned in
o ganiza ion de elopmen and change managemen heo y o ha e a ole o di e en ia ion,
in ha changing hem is e en mo e complex in compa ison wi h p i a e o ganiza ions
(Neumann e al.,2024). Some key change managemen undamen als in public o ganiza-
ions include c ea ing a guiding coali ion, wi h esis ance, c ea ing a sense o u gency o
Adm. Sci. 2025,15, 126 5 o 27
change, de ining consequences, c ea ing a plan, c ea ing a commi men plan, and al e ing
s uc u es and HR p ocesses (Ko e ,2010;Popa a,2012).
O ganiza ional change in he public sec o has been a sou ce o signi ican inqui y and
discussion, wi h less ega d o he human elemen (Abdul aheem e al.,2013). Poli icians
ha e been seen as d i e s o change in public o ganiza ions, wi h a high impac le el in
adminis a ion in he public sec o (Alas & Elenu m,2018). Planning in he public sec o
can a imes be di icul , wi h poli icians ha ing a sho - e m o ien a ion (Alas & Elenu m,
2018). The e is no model in use in he public sec o a he cu en s age, and p i a e sec o
app oaches mus be ansla ed o use in public sec o needs (Bisogno & Dona ella,2022).
Public sec o s udies on o ganiza ional change ha e se e al weaknesses, including a lack
o empi ical s udies and a p e alen use o quali a i e me hodologies (Van de Voe ,2014).
Con ex ac o s’ ole in con ibu ing o o ganiza ional change has been deba ed (Busa i e al.,
2019), bu he uniqueness o public o ganiza ions’ cha ac e is no ye unde s ood (Kuipe s
e al.,2014). Public sec o o ganiza ions, he e o e, mus apply app oaches o change
speci ic o en i onmen s (Van de Voe ,2014;Busa i e al.,2019). O ganiza ional change
in he public sec o is de e mined by con ex and cul u e, and li le empi ical e idence
is p esen in such cases. C oss-coun y ans e ence o change heo y can p o e o be
ine ec ual, wi h success es ing in cul u al a ia ion and con ex ual ac o s (K ishna e al.,
2023). Con ingency heo y pos ula es ha o ganiza ions mus i in wi h en i onmen s o
wo k, and no single model can wo k o managing change (K ishna e al.,2023).
While o ganiza ional change is inc easingly occu ing ac oss bo h public and p i a e
sec o s, much o he exis ing esea ch and change managemen amewo ks a e de i ed
om p i a e sec o con ex s. Se e al s udies ha e ques ioned he sui abili y o hese ap-
p oaches o he public sec o , highligh ing di e ences in s uc u e, cul u e, and s akeholde
en i onmen s (Pie cy e al.,2013). Schola s ha e also no ed a lack o empi ical e idence spe-
ci ic o public sec o change, pa icula ly in de eloping coun ies (Van de Voe e al.,2013).
This ein o ces he need o ailo ed amewo ks ha accoun o he unique con ex ual
cha ac e is ics o public o ganiza ions.
The push o e o m in public sec o o ganiza ions s a ed in de eloped na ions such
as he UK and he US in he 1980s (Gul ekin,2011;Colling on,2022). Va ious change
p ocesses in he public sec o ha e been de ined in e ms o eenginee ing p ocesses, o al
quali y managemen , changing cul u es, pos -bu eauc acy, and New Public Managemen
(NPM) (Bu e al.,2013). NPM, one o he mos emb aced e o ms in he public sec o ,
de eloped in esponse o con en ional public adminis a ion in conside a ion o i s ailu e
(Mongkol,2011;V ies & Nemec,2013;Bhul,2023). NPM in ol es pu ing p i a e sec o
managemen echniques in he public sec o o maximize pe o mance and minimize public
spending (Mongkol,2011;Co de y & Hay,2024). Despi e i s widesp ead use, NPM has
been c i icized in a a ie y o w i ings (Mongkol,2011;Gul ekin,2011). O he public sec o
e o m amewo ks ha e been moo ed, such as he Wes mins e e o m model, in which
sh inking go e nmen h ough subcon ac ing o p i a e sec o p ocu emen is p io i ized;
he Ame ican e o m model, in which e iciency is p io i ized o e sh inking; and he
Hyb id s yle model, in which bo h he Wes mins e model and holding on o go e nmen
b ead h ha e been mixed (Campbell,2021).
Re o m app oaches such as NPM unc ion bes in de eloped coun ies and could no
possibly ackle such conce ns as ex emism and con lic in de eloping coun ies such as
Pakis an. NPM canno possibly se e as a sil e bulle o de eloping coun ies’ public
sec o s, bu selec i ely aking i s ing edien s and inse ing hem in indi idual sec o s can
unc ion in i s a o .
Adm. Sci. 2025,15, 126 6 o 27
2.3. Fac o s A ec ing Change Adop ion in he Public Sec o
The change managemen heo y iden i ies use ul in o ma ion ega ding ac o s d i ing
and pu ing in o p ac ice change in public o ganiza ions. Ali and Anwa (2021) de e mined
ac o s such as esou ces and poli ical will ha impac e ec i e implemen a ion, o exam-
ple, in Canada’s medical ca e sys em. Basloom e al. (2022) discussed eigh e o m ac o s
in he public sec o , including necessi y, planning, inne and ou e suppo , esou ces, op
managemen suppo , ins i u ion, and o e all ans o ma ion. Mon euil (2023) s essed
eigh con ex ual ac o s, namely capabili y, ime, scope, p ese a ion, powe , di e si y,
p epa edness, and capaci y, ha d i e o ganiza ional change. Simila ly, Blackbu n (2014)
iden i ied nine impo an ac o s in e ec i e e o m in Tasmania’s public sec o , including
ision, u gency, awa eness o esis ance, communica ions, ealignmen o objec i es and
pe sons, aining, e ec i e leade ship, owne ship, and in eg a ion o cul u es.
Ba ie s o change, in e ms o Leigh (1988), consis o cul u al, social, o ganiza ional,
and psychological ac o s, and all unde wo ca ego ies: echnical and beha io al in
gene al. Technical ac o s a e ela i ely easy o emedy h ough aining, bu changing
alues, belie s, and beha io is no (Kim & Lee,2021). Employee beha io , a i ude, and
pe cep ion, de eloped h ough pas expe iences and u u e ho izons, ha e been a he
nucleus o o ganiza ional change managemen s udies (Haque e al.,2016;Zhang e al.,
2021). Resis ance o change is a p o en ac (Bu nes & Jackson,2011;Decke e al.,2012;
Jacobs e al.,2013;Canning & Found,2015) and, in mos cases, a p incipal cause o ailu e
in change ( e o m) (Fullan,2015).
Leade ship is ega ded as making a conside able con ibu ion owa ds al e ing im-
plemen a ions (Kuipe s e al.,2014;Van de Voe ,2014). In he public sec o , poli ical
and senio managemen in e en ion and poli ical leade ship backing ha e been s essed
(Ben zen,2021). Ya es and Ha ley (2021) s essed poli ical leade ship backing and e ec-
i e leade ship, wi h i s mos impo an dimensions o c edibili y and compe ency ma e .
Raza e al. (2024) s a ed ha mo ale in wo ke s is inc eased when senio s a end o ju-
nio wo ke s and speak wi h hem in a espec ul manne . Pa icipa i e and suppo i e
leade ship is s essed in he li e a u e in ela ion o main aining mo i a ion and posi i i y
owa d change (Van de Voe ,2014;Bu ke,2010). Howe e , Fielde ’s (1967) model o
si ua ional con ingency unde lines he necessi y o leade s o a y acco ding o si ua ional
equi emen s, acknowledging ha si ua ional equi emen s a y and demand a a ie y o
leade ship app oaches.
In de eloping coun ies, and pa icula ly in coun ies wi h poo cul u es o de elop-
men and s ong bu eauc a cul u es, ans o ma ion in he public sec o has long been an
issue (Akeel & Sub amaniam,2013). Failu es in e o m (change) in de eloping coun ies’
public sec o s ha e, in mos cases, been caused by weaknesses in in as uc u e, he un-
a ailabili y o inancial and human esou ces, co up bu eauc a cul u es, poo leade ship,
and poli ical cons ain s (Mongkol,2011;Abdallah & Fan,2012). Nume ous s udies ha e
iden i ied ac o s ha can ac as ba ie s o, o igge s o , o ganiza ional change (Sa ja
e al.,2021;P asad Ag awal,2024). Leade s, in such a case, who desi e o implemen
change in public o ganiza ions mus pay conside a ion o such ac o s o ac ualize hei
o ganiza ion’s aims.
2.4. Theo e ical F amewo k
The li e a u e ega ding change p ocesses in he public sec o iden i ies con ex ual
ac o s conce ning managemen , laws, echnology, and he en i onmen as c i ical in con-
ibu ing o change p ocesses in he public sec o . O e looking hese ac o s can con ibu e
o e o m ailu e, pa icula ly in de eloping na ions, whose conce n is wi h he go e n-
men ’s iewpoin and no he ci izen’s iewpoin . To b idge such a loophole in he li e a u e,
Adm. Sci. 2025,15, 126 7 o 27
his s udy seeks o de elop a e o m adop ion model speci ic o de eloping coun ies. One
es ablished model o s udying change adop ion is one in which one iden i ies ac o s o
con ingency ha impac o ganiza ional decision-making. To na zky and Fleische (1990)
p oposed a model o s udying he echnology, o ganiza ion, and en i onmen (TOE) in
e ms o h ee con ex ual ac o s: echnology, o ganiza ion, and en i onmen . The ech-
nology con ex deals wi h echnological ac o s ha a ec adop ion. The o ganiza ional
con ex in ol es such ac o s as op managemen , cul u e, s uc u e, and he a ailabili y
o esou ces. The en i onmen al con ex akes in o conside a ion ex e nal ac o s such as
indus y, socio-cul u al en i onmen s, laws, and go e nmen ela ions, analyzed h ough
amewo ks such as he PESTL (Kelly & Ashwin,2013). The TOE model cons i u es a sound
basis o he analysis o c i ical ac o s in public o ganiza ions’ accep ance o change. I
has a eadable o ma , sound heo e ical base, and widesp ead accep ance and applica ion
in academic s udies (Be n oide & Schmölle l,2013). I has been in ensi ely applied in
explaining and desc ibing adop ion and implemen a ion decisions in many en i onmen s
(Pudjian o e al.,2011).
Se e al well-es ablished models ha e been employed o explain change/inno a ion
adop ion in o ganiza ional con ex s, including he Technology Accep ance Model (TAM)
(Da is,1989), he Di usion o Inno a ion (DOI) heo y (Roge s,2003), and he Uni ied
Theo y o Accep ance and Use o Technology (UTAUT) (Venka esh e al.,2003). In addi ion,
he Technology–O ganiza ion–En i onmen (TOE) amewo k p oposed by To na zky and
Fleische (1990) has been widely suppo ed in empi ical esea ch as a comp ehensi e model
o unde s anding adop ion beha io ac oss a ious ypes o changes/ e o ms a he i m
le el (Nguyen e al.,2022). The TOE amewo k p o ides a obus and lexible ounda ion
o analyzing he key ac o s in luencing change adop ion in public o ganiza ions. I s s uc-
u ed design, s ong heo e ical basis, and wide applica ion in empi ical esea ch make i a
sui able model o his s udy (Be n oide & Schmölle l,2013;Ciganek e al.,2014). The TOE
amewo k is pa icula ly app op ia e o public sec o se ings in de eloping coun ies, as
i cap u es in luences a bo h he o ganiza ional and na ional le els. Mo eo e , i allows
o he inclusion o con ex -speci ic ac o s—enabling he model o be ailo ed o he socio-
poli ical, legal, and ins i u ional dynamics o he KPK egion. This adap abili y s eng hens
i s ele ance o examining complex change p ocesses in public sec o e o m. By applying
and con ex ualizing he TOE amewo k wi hin a de eloping coun y’s public sec o , his
s udy con ibu es o expanding i s heo e ical u ili y and empi ical ele ance beyond i s
con en ional applica ions in he p i a e sec o and echnological adop ion esea ch.
Conside ing p e ious wo k on ac o s d i ing wo ke s’ in en ion o enac change
and an awa eness o he KPK’s public sec o , se e al hypo heses ha e been p oposed.
One o hem in ol es in o ma ion echnology (IT) in a change in an o ganiza ion. IT is
a signi ican ac o in d i ing change in any sec o . IT can d i e e iciency and deli e y
in he public sec o , bu i s ins alla ion can encoun e ba ie s in de eloping coun ies
in e ms o poo IT in as uc u e (Walle & Genius,2015;Campbell,2021;Younus e al.,
2023). The e mus be a p ope IT in as uc u e and coo dina ion o awa eness o public
o ganiza ions’ complica ions (Vande Els & De Rynck,2014). IT possesses an oppo uni y
o make communica ions, collabo a ion, and pa icipa o y p ocesses easie du ing imes o
change (Walle & Genius,2015). Hence, a de eloped IT in as uc u e is signi ican o he
e ec i e accep ance o change and e ec i e deli e y o public se ice. This leads o he
ollowing hypo hesis:
H1a: IT in as uc u e in luences change ( e o m) adop ion and implemen a ion.
The use o in o ma ion echnology (IT) in as uc u e is becoming e e mo e impo an
in enabling public sec o o ganiza ions o e ec i ely implemen and manage change. Page
Adm. Sci. 2025,15, 126 8 o 27
e al. (2015) s essed collabo a ion in public adminis a ion as a mechanism o c ea ing
public alue h ough collabo a ion. Public adminis a ion h ough collabo a ion gene a ed
a new heo y, namely, collabo a i e public managemen , mos o en adop ed in he public
se ice sphe e (Kusumasa i e al.,2024). O’Lea y and Vij (2012) s essed e en u he he
impe a i e o collabo a i e public managemen , desc ibing i as a mul i-o ganiza ion,
mul i-sec o , and mul i-me hods p oblem-sol ing mechanism o complex, mul i-pa ne ,
and mul i-sec o al p oblems, no sol able h ough single o ganiza ions alone.
In ecen yea s, a ious en i onmen al, o ganiza ional, and compe i i e p essu es
ha e unde sco ed he need o collabo a i e public managemen . These p essu es ha e
been complemen ed by echnological ad ancemen s and he desi e o enhance he e ec-
i eness o publicly unded p og ams (O’Lea y & Vij,2012). As such, public o icials ha e
inc easingly ecognized he alue o collabo a i e go e nance as hey s i e o deli e
public alue in a mo e e icien and coo dina ed manne (Ge ha-Taylo e al.,2019). Fu he -
mo e, academic s udies in e-go e nmen ha e emphasized in e depa men al coo dina ion
and echnological in eg a ion in e-enginee ing public se ice (Malodia e al.,2021). In
de eloping coun ies, in ac , and in mos cases in pa icula , e o ism and con lic s end o
discou age o dina y go e nmen ope a ions; in e depa men al collabo a ion and p i a e
sec o collabo a ion a e a necessi y in an a emp o d i e change (Wee akkody e al.,2012).
H1b: Collabo a ion has a signi ican e ec on change ( e o m) adop ion.
Building upon collabo a ion, collabo a ion echniques ha e been seen o p omo e
change adop ion (Ge ha-Taylo e al.,2019). Public manage s mus build collabo a ion
skills in a posi ion o wo k wi h o he o ganiza ions and collabo a i ely p oduce public
alue (Ge ha-Taylo e al.,2019). As such, collabo a ion cul u e in public o ganiza ions
is signi ican in c ea ing oom o e ec i e ini ia ion o change and e ec i e change p o-
g am adop ion.
H2a: Top managemen suppo has a signi ican e ec on change ( e o m) adop ion.
The ole o senio leade s and op managemen in shaping p ocesses o change in an
o ganiza ion is well documen ed in he li e a u e (Khanh,2014;Bha acha ya & Wamba,
2015). Senio manage s’ and leade s’ encou agemen and backing a e impe a i e in in-
s iga ing change (Mowb ay e al.,2022). Decision-making a he op managemen le el
bea s long- e m ami ica ions, in ha i di ec s an o ganiza ion’s de elopmen and g ow h
h ough i s bea ing on s a egic decisions (Wu & Tham,2023). Mo eo e , op execu i es in
managemen ha e been seen o ha e a signi ican ole in shaping ou pu and pe o mance
in public sec o en i ies (Ashok e al.,2021). They ha e a signi ican ole in deciding, in
e ms o ealiza ion and shaping pe o mance (U ouh & Ki ole,2024). In con as , in a
que y in a ew s udies on whe he op managemen can se e as a sou ce o pe il o change
p og ams (Gie mindl e al.,2022), s udies in he public sec o ha e con i med ha i s ole
in shaping change in an en i y is signi ican (Pa k e al.,2021). In essence, op managemen
suppo is impo an in de eloping e ec i e change, and i s absence can make an en i y’s
change a ailu e (Lu i,2022).
H2b: Human esou ce capaci y has a signi ican e ec on change ( e o m) adop ion.
Human esou ce capaci y is a key pa o an o ganiza ion’s e ec i eness in achie ing i s
aims (Mensah,2020). I en ails ha ing a ained and quali ied wo k o ce, and such a wo k-
o ce cons i u es a d i ing o ce o an o ganiza ion in d i ing change (Câmpeanu-Sonea
& Sonea,2010). Ine ec i e capaci y will ha e a di ec consequence on an o ganiza ion’s
Adm. Sci. 2025,15, 126 15 o 27
Table 4. Resul s o CFA and in e nal eliabili y es ing.
Cons uc s I ems Fac o C-αCR AVE MSV
Loadings
Rewa d sys em (RS)
RS1: The e a e clea ewa d sys ems in he o ganisa ion. 0.971
0.825 0.931 0.818 0.103
RS2: Incen i es a e in place a all le els o mo i a e employees. 0.983
RS3: Employees a e awa e o he exis ence o he ewa d sys em 0.961
Economy (ECO) ECO1: The e is g ea dono ’s suppo o implemen change. 0.963
0.894 0.992 0.97 0.123
ECO2: The e a e enough unds a ailable o implemen change. 0.891
ECO3: Economic g ow h in he egion is sa is ac o y 0.881
Socio-cul u al
(CUL)
Cul1: The e is gene al accep ance o change wi hin ou o ganisa ion.
0.872
0.791 0.914 0.731 0.038
Cul2: Ou o ganisa ion has inno a i e cul u e. 0.861
Cul3: Local adi ion and belie s suppo he change. 0.852
Cul4: The e is eadiness o change wi hin he o ganisa ion 0.771
Legal (LEG)
Leg1: Adequa e legal/ egula o y amewo k in Place 0.871
0.824 0.957 0.881 0.123
Leg2: In oduc ion o new legisla ions suppo s he change. 0.842
Leg3: Go e nmen has au ho i y o en o ce decisions 0.781
Human esou ces
(HR)
HR1: The e is enough human esou ce o implemen change. 0.961
0.813 0.864 0.68 0.041
HR2: Ou o ganisa ion p o ides egula aining p og ammes o
employees o cope wi h change. 0.879
HR3: Su icien skilled wo k o ce a ailable o implemen change 0.761
Poli ical (POL)
POL1: The e is poli ical s abili y. 0.861
0.795 0.922 0.798 0.099
POL2: The e a e consis en go e nmen policies. 0.852
POL3: The e is go e nmen suppo o change. 0.843
POL4: Public e o m is a p io i y o he poli ical leade ship 0.731
Top managemen
(TM)
TM1: Top managemen is commi ed o change. 0.789
0.874 0.929 0.814 0.264
TM2: Top managemen suppo s he change. 0.767
TM3: Top managemen is capable o implemen ing change 0.734
IT in as uc u e
(IT)
IT1: IT in as uc u e is eady o he change Ini ia i es. 0.91
0.885 0.863 0.686 0.264
IT2: The e is ample a ailabili y o in e ne connec ion. 0.86
IT3: The e is accep able eliabili y o in e ne connec ion. 0.746
IT4: Ne wo k is egula ly moni o ed o a oid in e ne c ash 0.741
Technical
compe ence (TEC)
TEC1: The e is an adequa e echnological in as uc u e. 0.971
0.926 0.911 0.773 0.06
TEC2: Go e nmen p o ides adequa e echnical suppo . 0.874
TEC3: Ou o ganisa ion p o ides all needed ha dwa e and equipmen
0.851
Collabo a ion (CM)
CM1: S a membe s we e consul ed abou he easons o change. 0.86
0.936 0.909 0.769 0.069
CM2: F on line s a and o ice wo ke s can aise opics o
discussion. 0.74
CM3: Ou depa men p o ide su icien ime o consul a ion. 0.71
Table 5. Disc iminan alidi y analysis.
Cons uc RS ECO CUL LEG HR POL TM IT TEC COL
Rewa d sys em 0.904
Economy −
0.011
0.985
Socio-cul u al 0.195 0.013 0.855
Legal 0.100 0.351 0.148 0.939
Human esou ce 0.025 −
0.148
0.034 0.153 0.825
Poli ical 0.188 −
0.168
0.036 −
0.042
0.202 0.893
Top managemen 0.321 0.069 0.088 0.211 0.195 0.314 0.902
IT in as uc u e 0.299 −
0.048
0.064 0.090 0.058 0.234 0.514 0.828
Technical compe ence −
0.014
0.186 0.085 0.245 −
0.105
0.059 0.117 0.099 0.879
Collabo a ion 0.026 0.207 0.030 0.262 −
0.036
−
0.024
0.176 0.078 0.145 0.877
Disc iminan alidi y (also e e ed o as di e gen alidi y) is he le el o which ac o s
in ended o measu e a speci ic cons uc do no o ecas concep ually i ele an c i e ia
(Hai e al.,2010). The cons uc ’s disc iminan alidi y was examined by compa ing he
Adm. Sci. 2025,15, 126 16 o 27
squa e oo o AVE o a speci ic cons uc wi h in e -cons uc ion co ela ions o a speci ic
cons uc . A cons uc is ega ded o ha e disc iminan alidi y when he squa e oo
o he AVE alues is la ge in alue when compa ed wi h in e -cons uc ion co ela ions
be ween a speci ic cons uc (Hai e al.,2010;Field,2013). In addi ion, disc iminan alidi y
can be calcula ed when MSV is less in alue when compa ed wi h AVE (Hai e al.,2010;
Field,2013). As can be no iced in Table 5, sa is ac o y disc iminan alidi y is p esen
in he measu emen model. In Table 5, o -diagonal alues deno e “in e -cons uc ion
co ela ions”, and bolded alues in a diagonali y deno e he “squa e oo alue o AVE”. As
can be no iced, each alue in a diagonali y is la ge in alue when compa ed wi h espec i e
o -diagonal alues. In addi ion, he MSV o each cons uc ion is less in alue when
compa ed wi h he espec i e alues in Table 4. Hence, all cons uc s in a measu emen
model we e ega ded as ha ing sa is ac o y disc iminan alidi y.
The i ness s a is ics o model es ing can be seen in Table 6. The e a e 25 ypes o
goodness-o - i s a is ics in AMOS, and choosing one o epo is con en ious be ween
me hodologies. Hai e al. (2010) ad ise epo ing chi-squa e x
2
s a is ics wi h a comple-
men a y absolu e such as he RMSEA ( oo mean squa e e o o app oxima ion) and an
inc emen al such as he CFI. Fo compa ing complex model s uc u es, he NFI (no malized
i index) measu e is ad ised o include be ween hem. O he s use he GFI o , in mode n
imes, he SRMR in i s s ead. This s udy adop ed x
2
/d ( he a io be ween x
2
and le el o
eedom), he GFI (goodness-o - i index), he AGFI (adjus ed goodness-o - i index), he
NFI (no malized i index), he CFI (compa a i e i index), and he RMSEA ( oo mean
squa e e o o app oxima ion) in es ing o he model i ness p oposed. All he i ness
s a is ics in he analysis we e in sa is ac o y alues, and he e o e, he model p oposed a
co ec i (Re e o Table 6). Thus, i can be concluded ha he model is a co ec i o he
da a and he e o e can in e p e he hypo heses o his s udy.
Table 6. O e all i indices o he CFA models.
Fi Index
Recommended
C i e ia
Resul s o
CFA (Fi s
Run)
Resul s o
CFA (Final
Model)
Re e ences
x2/d. . <3 1.790 1.547 Hai e al. (2010);
Field (2013)
CFI >0.9 0.965 0.978 Field (2013)
GFI >0.8 0.874 0.901 Field (2013)
AGFI >0.8 0.841 0.881 Field (2013)
RMSEA <0.08 0.051 0.043 Hai e al. (2010)
TLI >0.9 0.959 0.971 Hai e al. (2010)
NFI >0.9 0.925 0.936 Field (2013)
4.2. S uc u al Model and Hypo hesis Tes ing
Ha ing success ully alida ed he measu emen model, SEM was hen used in es ing
he hypo hesized ela ions in Figu e 1. SEM has been seen o se e as a sound benchma k
in compa ing he hypo hesis de eloped o a ange o a iables in e ms o causal ela ions
using he da a (Low y & Gaskin,2014;Ma sueda,2023). SEM (Table 7and Figu e 2)
iden i ied ha nine ou o en hypo heses and sub-hypo heses we e suppo ed.
Adm. Sci. 2025,15, 126 17 o 27
Table 7. S anda dized pa h coe icien s.
Hypo hesis Pa h Es ima e pRema ks
H1a IT -----> In en o adop change
( e o m) 0.363 *** Suppo ed
H1b COL -----> In en o adop change
( e o m) 0.083 0.016 Suppo ed
H2a TM -----> In en o adop change
( e o m) 0.432 *** Suppo ed
H2b HR -----> In en o adop change
( e o m) 0.152 0.002 Suppo ed
H2c TEC -----> In en o adop change
( e o m) 0.148 *** Suppo ed
H2d RS -----> In en o adop change
( e o m) 0.177 *** Suppo ed
H3a POL -----> In en o adop change
( e o m) 0.114 0.003 Suppo ed
H3b ECO -----> In en o adop change
( e o m) 0.013 0.699 No
Suppo ed
H3c CUL -----> In en o adop change
( e o m) 0.091 0.001 Suppo ed
H3d LEG -----> In en o adop change
( e o m) 0.214 *** Suppo ed
*** p< 0.001.
Adm. Sci. 2025, 15, x FOR PEER REVIEW 17 o 28
NFI >0.9 0.925 0.936 Field (2013)
4.2. S uc u al Model and Hypo hesis Tes ing
Ha ing success ully alida ed he measu emen model, SEM was hen used in es ing
he hypo hesized ela ions in Figu e 1. SEM has been seen o se e as a sound benchma k
in compa ing he hypo hesis de eloped o a ange o a iables in e ms o causal ela ions
using he da a (Low y & Gaskin, 2014; Ma sueda, 2023). SEM (Table 7 and Figu e 2) iden-
i ied ha nine ou o en hypo heses and sub-hypo heses we e suppo ed.
Figu e 2. Final esea ch model.
Fo H1a and H1b, IT in as uc u e and collabo a ion impac and impac on change
( e o m) accep ance ha e been examined. As can be seen in Table 7 and Figu e 2, IT in a-
s uc u e and collabo a ion impac and impac on in en ion o implemen change ( e o m)
ha e alues (0.363 p < 0.05) and (0.083 p < 0.05), and hypo heses 1a and 1b ha e been con-
i med. Fo H2a, H2b, H2c, and H2d, we analyzed he ole o op managemen , human
esou ces, echnical compe ency, and ewa d sys ems owa d accep ance o change ( e-
o m). As can be no iced in Table 7 and Figu e 2, he alues o he ole o op manage-
men , human esou ce, echnical compe ency, and ewa d sys em owa d accep ance o
change ( e o m) a e 0.432, 0.152, 0.148, and 0.177, espec i ely, and all pa h coefficien s a e
signi ican a p < 0.05, suppo ing H2a, H2b, H2c, and H2d.
In e ms o en i onmen al ac o s and change ( e o m) adop ion, he s uc u al model
(Table 7 and Figu e 2) e eals ha poli ical leade ship posi i ely and signi ican ly in lu-
ences employees’ in en ions o implemen change ( e o m, H3a, pa h coefficien o 0.114,
p < 0.05). In addi ion, he analysis showed ha cul u e (H3c, pa h coefficien o 0.091, p <
0.05), and legal sys em (H3d, pa h coefficien o 0.214, p < 0.05) ha e a posi i e and signi -
ican in luence on employees’ a i udes owa d implemen ing change ( e o m). On he
o he hand, he economy (H3b, pa h coefficien o 0.013, p = 0.699) ailed o ha e a signi i-
can in luence on a i ude owa d change ( e o m) implemen a ion. Thus, Hypo hesis 3d
is no suppo ed (p > 0.05).
Figu e 2. Final esea ch model.
Fo H1a and H1b, IT in as uc u e and collabo a ion impac and impac on change
( e o m) accep ance ha e been examined. As can be seen in Table 7and Figu e 2, IT in as-
uc u e and collabo a ion impac and impac on in en ion o implemen change ( e o m)
ha e alues (0.363 p< 0.05) and (0.083 p< 0.05), and hypo heses 1a and 1b ha e been
Adm. Sci. 2025,15, 126 18 o 27
con i med. Fo H2a, H2b, H2c, and H2d, we analyzed he ole o op managemen , human
esou ces, echnical compe ency, and ewa d sys ems owa d accep ance o change ( e o m).
As can be no iced in Table 7and Figu e 2, he alues o he ole o op managemen , human
esou ce, echnical compe ency, and ewa d sys em owa d accep ance o change ( e o m)
a e 0.432, 0.152, 0.148, and 0.177, espec i ely, and all pa h coe icien s a e signi ican a
p< 0.05, suppo ing H2a, H2b, H2c, and H2d.
In e ms o en i onmen al ac o s and change ( e o m) adop ion, he s uc u al model
(Table 7and Figu e 2) e eals ha poli ical leade ship posi i ely and signi ican ly in luences
employees’ in en ions o implemen change ( e o m, H3a, pa h coe icien o 0.114, p<
0.05). In addi ion, he analysis showed ha cul u e (H3c, pa h coe icien o 0.091, p< 0.05),
and legal sys em (H3d, pa h coe icien o 0.214, p< 0.05) ha e a posi i e and signi ican
in luence on employees’ a i udes owa d implemen ing change ( e o m). On he o he
hand, he economy (H3b, pa h coe icien o 0.013, p= 0.699) ailed o ha e a signi ican
in luence on a i ude owa d change ( e o m) implemen a ion. Thus, Hypo hesis 3d is no
suppo ed (p> 0.05).
5. Discussion and Concluding Rema ks
This pape deals wi h he p oblem o ICT- acili a ed e o m in he public sec o , wi h
a s ong con en ion ha such e o m canno simply be ansplan ed om p i a e sec o
p ac ice. Ins ead o aking cognizance o he idiosync a ic cha ac e o he public sec o , in
many ins ances, ICT is seen as a ool o imposing planned change wi h no conside a ion
o he eali ies in he public sec o . The e is a suppo ing iew in cu en o e iews o
public sec o change managemen (Co della & Bonina,2012;Pie cy e al.,2013;Van de
Voe e al.,2013;Campbell,2021;Co della & Tempini,2015;Ki sios & Kama io ou,2017).
This s udy in eg a es a c i ical e iew o public managemen s udies, shedding ligh
on why e o m in public sec o s h ough ICT ails when no aking in o conside a ion he
public o ganiza ion’s bu eauc a ized and cen alized na u e. I add esses he impe a i e
o conside a ion o mac o and mic o ac o s ha o m an indi idual’s a i udinal o ien a-
ion owa ds change and, mos no ably, in public o ganiza ions. As a esul , a heo e ical
model, comp ising echnical, o ganiza ional, and en i onmen al ac o s impac ing wo ke s’
ecep i i y and beha io s owa d change, was de eloped. The model akes in o consid-
e a ion he di ec impac o 10 ac o s ega ding TOE on wo ke s’ o ganiza ion change
p epa edness, basing i s conside a ion on p e ious s udies (Wang e al.,2010;Low e al.,
2011;Gangwa e al.,2015).
S a is ical analysis e eals nine ac o s (poli ical, ewa d sys em, IT in as uc u e,
echnical compe ency, legal, op managemen , socio-cul u al, and human esou ces) wi h
a s ong impac on wo ke s’ posi i e a i ude owa ds change, bu he economy does no
ha e a s ong impac on wo ke s’ in en ion o implemen change and, he e o e, is no
included in he model (Figu e 2).
In e es ingly, economic ac o s did no show a signi ican impac on change adop ion,
which con as s wi h p e ious s udies highligh ing inancial cons ain s as key ba ie s
o public sec o e o m (And ews e al.,2017). A possible explana ion is ha in he KPK
con ex , ex e nal dono suppo and ea ma ked e o m unding may ha e educed he pe -
cei ed in luence o inancial cons ain s. Addi ionally, esponden s may iew manage ial,
echnological, and ins i u ional ac o s as mo e immedia e d i e s o change. This inding
sugges s ha while economic limi a ions exis , hey may be pe cei ed as seconda y when
o he con ex ual ac o s a e mo e p ominen .
Wi hin he echnological ac o s, “Collabo a ion” and “IT in as uc u e” ha e a di ec
con ibu ion owa d he in en ion o implemen change, wi h IT in as uc u e ha ing a
mos conside able con ibu ion, in consonance wi h p e ious s udies (Pudjian o e al.,2011;
Adm. Sci. 2025,15, 126 19 o 27
Al-Zoubi,2013). IT in as uc u e, when cons uc ed, is pe cei ed o be signi ican o he
accep ance o change and e icien deli e y o public se ice. IT can make a con ibu ion o-
wa ds enhancing communica ions and collabo a ion in an o ganiza ion, wi h a heigh ened
pa icipa i e, in ol ed, and mo i a ed wo k o ce du ing a pe iod o change.
In he wo kplace, he “Rewa d Sys em” and “Top managemen ” ha e a signi ican
ole in Pakis an se ings. In ag eemen wi h s udies, posi i e op managemen backing
is ega ded o make a posi i e con ibu ion owa ds success ul change in public sec o s
(Pudjian o e al.,2011;Lee e al.,2016). E ec i e op managemen plays a c ucial ole
in shaping he public sec o , pa icula ly in planning, implemen ing, moni o ing, and
e alua ing key public se ices.
This s udy iden i ies senio execu i es’ awa eness, compe encies, and unequi ocal
awa eness o change’s s eng hs and weaknesses in o e coming he esis ance o wo ke s
and c ea ing accep ance o change p og ams as impo an ac o s. I b ings ou he ole o
g ea es manage suppo and manage capabili ies and awa eness in suppo ing he alue
o change p og ams.
Among o ganiza ional ac o s, he “Rewa d Sys em” holds he second-bes ela ion
wi h change adop ion. The e mus be a well-es ablished ewa d sys em in o de o ec ui
and main ain alen in imes o change and de elop a suppo i e en i onmen . In de el-
oping na ions, including wa -s icken a eas such as KPK, ewe esou ces hinde p ope
ewa ds o public se an s. As a esul , a “b ain d ain” o alen ed p o essionals can occu .
In such a scena io, go e nmen s ha e o implemen an incen i e ewa d sys em in o de o
ec ui and main ain alen ed p o essionals, con ibu ing owa ds o ganiza ional objec i es.
Wi hin he en i onmen , he “Legal F amewo k” is mos signi ican in he in en ion
owa d change, and he “Economy” su p isingly is no signi ican a all in he in en ion
owa d change adop ion. Pe haps, in con as wi h pas s udies, such a con adic ion can
be unde s ood h ough he speci ic Pakis an en i onmen . Recen inancial de elopmen ,
poli ical will o imp o emen in he public sec o , and na ional and in e na ional dono s’
backing ha e eased inancial- ela ed impedimen s owa ds change. None o he espon-
den s saw excessi e expenses in ela ion o change ha ing an impac on in en ion owa d
change adop ion. Ne e heless, he indings con i m a posi i e and signi ican ole played
h ough legisla ion in backing change en u es. Fi m legisla ion legi ima es and empowe s
change and e o m. This s udy ad oca es ha deepe public managemen e o m in ol es
an equi alen e- u bishing o he legal en i onmen .
The indings align wi h he TOE-based hypo heses, con i ming ha echnological,
o ganiza ional, and en i onmen al ac o s signi ican ly in luence change adop ion in he
public sec o . This suppo s he TOE amewo k’s ele ance beyond p i a e sec o con ex s
and highligh s i s alue in unde s anding e o m dynamics in de eloping coun ies. This
s udy con ibu es o he b oade discou se by showing ha public sec o ans o ma ion de-
pends no only on echnology bu also on o ganiza ional eadiness and ex e nal ins i u ional
suppo —o e ing p ac ical insigh s o policymake s and e o m p ac i ione s.
In summa y, he cu en s udy gene a es signi ican in o ma ion abou he ac o s
in luencing wo ke s’ in en ions o change in Pakis an’s KPK, guiding planning and change
ealiza ion. I o mula es a model o s udying ICT- acili a ed public sec o e o m and
i s impedimen s, con ingen on i s cha ac e . I aids in coun y e o m de elopmen ,
guiding e o me s and change leade s in such se ings, and o mula es a signi ican ole o
con ex ual ac o s in enhancing success ul change accep ance.
Adm. Sci. 2025,15, 126 20 o 27
6. Theo e ical Signi icance and P ac ical Implica ion
6.1. Theo e ical Con ibu ions
This esea ch ex ends he applica ion o he TOE amewo k beyond i s adi ional
use in p i a e sec o echnology adop ion s udies by ailo ing i o he con ex o public
sec o ans o ma ion in a de eloping coun y. The in eg a ion o con ex -speci ic a iables
enhances he amewo k’s ele ance o s udying e o m eadiness in bu eauc a ic and
poli ically in luenced se ings, such as hose ound in Pakis an. This con ibu es o he
b oade li e a u e on public sec o change managemen by p o iding a model ha e lec s
he eali ies o de eloping economies.
6.2. Me hodological Con ibu ions
This s udy also o e s me hodological con ibu ions by applying S uc u al Equa ion
Modeling (SEM) o examine he in e ela ionships among mul iple change ac o s. The use
o SEM enables a obus , s a is ically alida ed app oach o model es ing in public sec o
esea ch, which emains ela i ely unde explo ed. The indings hus demons a e how
SEM can be used e ec i ely o unde s and complex dynamics o o ganiza ional change in
public adminis a ion.
6.3. P ac ical Con ibu ions
F om a policy and p ac ice pe spec i e, his s udy p o ides ac ionable insigh s o
public sec o leade s, e o m p ac i ione s, and decision-make s. The esul s highligh he
impo ance o in es ing in IT in as uc u e, s eng hening leade ship suppo , enhancing
human esou ce p ac ices, and add essing legal and cul u al ba ie s o e o m. These
insigh s can in o m he design and implemen a ion o mo e e ec i e change s a egies,
pa icula ly in public ins i u ions ope a ing wi hin simila ly cons ained en i onmen s.
7. Limi a ions and Indica ions o Fu he Resea ch
While his s udy p o ides aluable insigh s in o public sec o e o m adop ion wi hin
he KPK p o ince o Pakis an, se e al limi a ions mus be acknowledged. These limi a ions
also o e oppo uni ies o mo e a ge ed and con ex ually ich u u e esea ch.
Fi s , he use o pu posi e sampling may cons ain he gene alizabili y o indings o
b oade public sec o con ex s ac oss Pakis an. Al hough ca e was aken o cap u e a di e se
sample o public se an s ac oss depa men s and oles, u u e esea ch should conside
applying p obabili y sampling echniques o enhance ep esen a i eness. In pa icula ,
s a i ied sampling ac oss di e en depa men s o pay g ades may e eal how hie a chical
oles in luence pe cep ions o change eadiness.
Second, as his s udy is based on c oss-sec ional da a, i cap u es only a snapsho
in ime. To be e unde s and he e olu ion o change a i udes and implemen a ion
p ocesses, longi udinal esea ch designs a e ecommended. Such s udies could examine
shi s in pe cep ions and he sus ainabili y o e o m ini ia i es a mul iple s ages (p e-
implemen a ion, implemen a ion, and pos -implemen a ion). These insigh s would be
pa icula ly use ul o e alua ing he long- e m impac o ICT-d i en e o m s a egies.
Thi d, he eliance on sel - epo ed da a aises he possibili y o common me hod
bias. While p ocedu al emedies we e employed o mi iga e his isk, u u e s udies could
inco po a e iangula ed da a sou ces such as supe iso assessmen s, pe o mance epo s,
o case-based documen a ion o e o m ou comes. Mixed-me hod app oaches, combining
su ey da a wi h in-dep h in e iews o ocus g oups, could u he en ich unde s anding
o unde lying beha io al and ins i u ional dynamics.
Adm. Sci. 2025,15, 126 21 o 27
Fou h, while he TOE amewo k se ed as a aluable analy ical ool in his
s udy, u u e esea ch may bene i om in eg a ing addi ional heo e ical lenses such
as he ollowing:
•
Ins i u ional Theo y o be e unde s and how o mal s uc u es and no ma i e p es-
su es in luence e o m;
•
Public Value Theo y o assess how e o ms con ibu e o ci izen-cen e ed se ice
imp o emen s;
•
Change Readiness Models o e alua e emo ional and psychological dimensions o
e o m adop ion among employees.
Fi h, o es he gene alizabili y and adap abili y o he TOE model in simila socio-
poli ical en i onmen s, compa a i e s udies a e encou aged. In e -p o incial compa isons
wi hin Pakis an, such as be ween Punjab, Sindh, and Balochis an, could e eal whe he
he same ac o s hold explana o y powe ac oss di e en egional go e nance s uc u es.
Addi ionally, c oss-coun y compa isons wi h o he de eloping na ions (e.g., Bangladesh,
Nepal, Nige ia, o Kenya) could help assess how di e en poli ical and cul u al con ex s
in luence e o m adop ion.
Finally, u u e esea ch may also explo e new a iables ha eme ged as in luen ial
in his s udy bu equi e u he analysis such as digi al li e acy, public us , and in e -
agency collabo a ion, pa icula ly in se ings whe e public se ices a e unde going digi al
ans o ma ion unde challenging socio-economic condi ions.
In sum, his s udy o e s a ounda ion o u he explo a ion in o he complexi ies o
public sec o ans o ma ion. Fu u e esea ch should aim o de elop mo e con ex -sensi i e,
dynamic, and compa a i e models, which will be essen ial o designing e ec i e, scalable,
and sus ainable e o m s a egies ac oss eme ging economies.
Au ho Con ibu ions: Concep ualiza ion, M.K.N., K.A. and A.E.; me hodology, M.K.N., A.E., K.A.
and S.F.; so wa e, M.K.N., A.E., K.A. and S.F.; alida ion, W.A.-K., S.F. and F.E.; o mal analysis,
M.K.N., A.E., K.A. and W.A.-K.; in es iga ion, M.K.N., A.E., K.A., W.A.-K., S.F. and F.E.; esou ces,
M.K.N., A.E., K.A., W.A.-K., S.F. and F.E.; da a cu a ion, M.K.N., A.E. and K.A.; w i ing—o iginal
d a p epa a ion, M.K.N., A.E. and K.A.; w i ing— e iew and edi ing, M.K.N., A.E., K.A., W.A.-K.,
S.F., M.A. and F.E.; isualiza ion, M.K.N., A.E., K.A., W.A.-K., S.F., M.A. and F.E.; supe ision A.E.,
K.A. and S.F.; p ojec adminis a ion, M.K.N., A.E., K.A., W.A.-K., S.F., M.A. and F.E.; and unding
acquisi ion, M.K.N., A.E., K.A., W.A.-K., S.F., M.A. and F.E. All au ho s ha e ead and ag eed o he
published e sion o he manusc ip .
Funding: This esea ch ecei ed no ex e nal unding.
Ins i u ional Re iew Boa d S a emen : The s udy was conduc ed in acco dance wi h he Decla a ion
o Helsinki and app o ed by he Li e pool Business School E hic Commi ee (p o ocol code LBS-14-
20-251; da e o app o al: 10 Feb ua y 2025).
In o med Consen S a emen : In o med consen was ob ained om all subjec s in ol ed in he s udy.
Da a A ailabili y S a emen : Da a a e a ailable upon eques om he esea che s.
Con lic s o In e es : The au ho s decla e no con lic s o in e es .
Re e ences
Abdallah, S., & Fan, I. S. (2012). F amewo k o e-go e nmen assessmen in de eloping coun ies: Case s udy om Sudan. Elec onic
Go e nmen , an In e na ional Jou nal,9(2), 158–177. [C ossRe ]
Abdul aheem, I., Mo di, C., Oja, Y., & Ajonbadi, H. (2013). Ou comes o planned o ganisa ional change in he Nige ian public sec o :
Insigh s om he Nige ian highe educa ion ins i u ions. Economic Insigh s–T ends and Challenges,2(1), 26–37.
Aiye an, A. O., & Das, D. K. (2021). E alua ion o he ac o s and s a egies o wa e in as uc u e p ojec deli e y in Sou h A ica.
In as uc u es,6(5), 65. [C ossRe ]
Adm. Sci. 2025,15, 126 22 o 27
Akeel, A., & Sub amaniam, I. D. (2013). The ole o ans o ma ion leade ship s yle in mo i a ing public sec o employees in Libya.
Aus alian Jou nal o Basic and A Lied Sciences,7(2), 99–108.
Al-Ali, A. A., Singh, S. K., Al-Nahyan, M., & Sohal, A. S. (2017). Change managemen h ough leade ship: The media ing ole o
o ganiza ional cul u e. In e na ional Jou nal o O ganiza ional Analysis,25(4), 723–739. [C ossRe ]
Alas, R., & Elenu m, T. (2018). T ans o ma ion in socie y and changes in Es onian managemen and business hinking. In R. A. C ane
(Ed.), The In luence o Business Cul u es in Eu ope: An Explo a ion o Cen al, Eas e n, and No he n Economies (pp. 41–67). Sp inge .
Ali, B. J., & Anwa , G. (2021). An empi ical s udy o employees’ mo i a ion and i s in luence job sa is ac ion. In e na ional Jou nal o
Enginee ing, Business and Managemen ,5(2), 21–30.
Al Jawali, H., Da wish, T. K., Scullion, H., & Haak-Saheem, W. (2022). Talen managemen in he public sec o : Empi ical e idence
om he Eme ging Economy o Dubai. The In e na ional Jou nal o Human Resou ce Managemen ,33(11), 2256–2284. [C ossRe ]
Aljumah, A. (2023). The impac o ex insic and in insic mo i a ion on job sa is ac ion: The media ing ole o ansac ional leade ship.
Cogen Business & Managemen ,10(3), 2270813.
Alshah ani, A., Dennehy, D., & Män ymäki, M. (2022). An a en ion-based iew o AI assimila ion in public sec o o ganiza ions: The
case o Saudi A abia. Go e nmen In o ma ion Qua e ly,39(4), 101617. [C ossRe ]
Al-Zoubi, M. (2013). P edic ing E-business adop ion h ough in eg a ing he cons uc s o he Roge s’s di usion o inno a ion heo y
combined wi h echnology o ganiza ion en i onmen model. In e na ional Jou nal o Ad anced Compu e Resea ch,3(4), 63–73.
And ews, M., P i che , L., & Woolcock, M. (2017). Building s a e capabili y: E idence, analysis, ac ion (p. 288). Ox o d Uni e si y P ess.
Angel-S eda, A. (2013). O ganiza ional change and de elopmen in Romanian public ins i u ions. Annals o Uni e si y o O adea,
Fascicle Sociology—Philosophy and Social Wo k,12(1), 23–43.
Ashok, M., Al Badi Al Dhahe i, M. S. M., Madan, R., & Dzandu, M. D. (2021). How o coun e o ganisa ional ine ia o enable
knowledge managemen p ac ices adop ion in public sec o o ganisa ions. Jou nal o Knowledge Managemen ,25(9), 2245–2273.
Assake , G., Vinzi, V. E., & O’Conno , P. (2010). S uc u al equa ion modeling in ou ism demand o ecas ing: A c i ical e iew. Jou nal
o T a el & Tou ism Resea ch,10, 1–27.
Azha , Z., Al an, E., Kishan, K., & Assanah, N. H. (2022). Acc ual accoun ing a di e en le els o he public sec o : A sys ema ic
li e a u e e iew. Aus alian Accoun ing Re iew,32(1), 36–62. [C ossRe ]
Azzaz, F. E., & Salahddine, M. (2022). The digi al ans o ma ion o he Mo occan public sec o : Resul s o an explo a o y s udy. Change
Managemen : An In e na ional Jou nal,23(1), 13–36. [C ossRe ]
Azzone, G., & Pale mo, T. (2011). Adop ing pe o mance app aisal and ewa d sys ems. Jou nal o O ganiza ional Change Managemen ,
24(1), 90–111.
Basloom, R. S., Mohamad, M. H. S., & Auzai , S. M. (2022). Applicabili y o public sec o e o m ini ia i es o he Yemeni go e nmen
om he in eg a ed TOE-DOI amewo k. In e na ional Jou nal o Inno a ion S udies,6(4), 286–302.
Ba aglio, R. P., J ., Bela dinelli, P., Bellé, N., & Can a elli, P. (2019). Beha io al Public Adminis a ion ad on es: A Syn hesis o Resea ch
on Bounded Ra ionali y, Cogni i e Biases, and Nudging in Public O ganiza ions. Public Adminis a ion Re iew,79(3), 304–320.
Ben zen, T. Ø. (2021). B eaking he icious ci cle o escala ing con ol: Connec ing poli icians and public employees h ough s ewa dship.
Adminis a i e Sciences,11(3), 63.
Be n oide , E. W. N., & Schmölle l, P. (2013). A echnological, o ganisa ional, and en i onmen al analysis o decision-making
me hodologies and sa is ac ion in he con ex o IT induced business ans o ma ions. Eu opean Jou nal o Ope a ional Resea ch,
224(1), 141–153. [C ossRe ]
Bha acha ya, M., & Wamba, S. (2015). A concep ual amewo k o RFID adop ion in e ail using TOE amewo k. In e na ional Jou nal
o Technology Di usion (IJTD),6(1), 1–32. [C ossRe ]
Bhul, B. (2023). New public managemen e o m: Implemen a ion expe iences o de eloping coun ies and Nepal. P ashasan: The
Nepalese Jou nal o Public Adminis a ion,55(1), 52–70.
Bisogno, M., & Dona ella, P. (2022). Ea nings managemen in public-sec o o ganiza ions: A s uc u ed li e a u e e iew. Jou nal o
Public Budge ing, Accoun ing & Financial Managemen ,34(6), 1–25.
Blackbu n, G. (2014). Elemen s o success ul change: The se ice asmania expe ience o public sec o e o m. Aus alian Jou nal o
Public Adminis a ion,73(1), 103–114.
B andsen, T., & Kim, S. (2010). Con ex ualizing he meaning o public managemen e o ms: A compa ison o he Ne he lands and
Sou h Ko ea. In e na ional Re iew o Adminis a i e Sciences,76(2), 367–386.
B inke ho , D., & B inke ho , J. (2015). public sec o managemen e o m in de eloping coun ies: Pe spec i es beyond NPM
o hodoxy. Public Adminis a ion and De elopmen ,35(4), 222–237.
B yson, J. M., Ba be g, B., C osby, B. C., & Pa on, M. Q. (2021). Leading social ans o ma ions: C ea ing public alue and ad ancing
he common good. Jou nal o Change Managemen ,21(2), 180–202.
Bu ke, W. (2010). O ganiza ion changes: Theo y and p ac ice. SAGE Publica ions L d.
Bu nes, B., & By, R. (2012). Leade ship and change: The case o g ea e e hical cla i y. Jou nal o Business E hics,108(2), 239–252.
Adm. Sci. 2025,15, 126 23 o 27
Bu nes, B., & Jackson, P. (2011). Success and ailu e in o ganiza ional change: An explo a ion o he ole o alues. Jou nal o Change
Managemen ,11(2), 133–162.
Busa i, A. H., Khan, S. N., Abdullah, S. M., & Mughal, Y. H. (2019). T ans o ma ional leade ship s yle, ollowe ship, and ac o s o
employees’ eac ions owa ds o ganiza ional change. Jou nal o Asia Business S udies,14(2), 181–209.
Bu , F., Ra ique, T., Nawab, S., Khan, N., & Raza, A. (2013). O ganiza ional ans o ma ion in public sec o o ganiza ions o Pakis an in
he ques o change managemen . Resea ch jou nal o a lied sciences. Enginee ing and Technology, 6(16), 3086–3093.
By ne, B. M. (2013). S uc u al equa ion modeling wi h AMOS: Basic concep s, applica ions, and p og amming. Rou ledge.
Callanan, M., Houlbe g, K., Raudla, R., & Teles, F. (2024). “Top-down” local go e nmen me ge s: Poli ical and ins i u ional ac o s
acili a ing adical amalgama ion e o ms. Jou nal o U ban A ai s,46(10), 2040–2063.
Campbell, J. W. (2021). E olu ion and change in public o ganiza ions: E iciency, legi imacy and he esilience o co e o ganiza ional
elemen s. In T. A. B ye (Ed.), Handbook o Theo ies o Public Adminis a ion and Managemen (pp. 220–233). Edwa d Elga Publishing.
Canning, J., & Found, P. A. (2015). The e ec o esis ance in o ganiza ional change p og ammes: A s udy o a lean ans o ma ion.
In e na ional Jou nal o Quali y and Se ice Sciences,7(2/3), 274–295.
Cap io i, M. R., & Donaldson, J. M. (2022). “Why don’ beha io analys s do some hing?” 1 Beha io analys s’ his o ical, p esen , and
po en ial u u e ac ions on sexual and gende mino i y issues. Jou nal o Applied Beha io Analysis,55(1), 19–39.
Câmpeanu-Sonea, E., & Sonea, A. (2010). human esou ce’s de elopmen o o ganiza ional change. Manage ial Challenges o he
Con empo a y Socie y,1, 41–45.
Chen, C. L., Lin, Y. C., Chen, W. H., Chao, C. F., & Pandia, H. (2021). Role o go e nmen o enhance digi al ans o ma ion in small
se ice business. Sus ainabili y,13(3), 1028. [C ossRe ]
Ciganek, A. P., Haseman, W., & Ramamu hy, K. (2014). Time o decision: The d i e s o inno a ion adop ion decisions. En e p ise
In o ma ion Sys ems,8(2), 279–308.
Colling on, R. (2022). Dis up ing he wel a e s a e? Digi alisa ion and he e enchmen o public sec o capaci y. New Poli ical Economy,
27(2), 312–328.
Co della, A., & Bonina, C. (2012). A public alue pe spec i e o ICT enabled public sec o e o ms: A heo e ical e lec ion. Go e nmen
In o ma ion Qua e ly,29(4), 512–520.
Co della, A., & Tempini, N. (2015). E-go e nmen and o ganiza ional change: Rea aising he ole o ICT and bu eauc acy in public
se ice deli e y. Go e nmen In o ma ion Qua e ly,32(3), 279–286. [C ossRe ]
Co de y, C. J., & Hay, D. (2024). Public sec o audi : New public managemen in luences and eco-sys em d i en e o ms. Jou nal o
Public Budge ing, Accoun ing & Financial Managemen . [C ossRe ]
Cos an, E., Gonzales, G., Gonzales, R., En iquez, L., Cos an, F., Suladay, D., A ibing, N. M., A o, J. L., E angelis a, S. S., Ma u an, F., &
Sele io, E., J . (2021). Educa ion 4.0 in de eloping economies: A sys ema ic li e a u e e iew o implemen a ion ba ie s and
u u e esea ch agenda. Sus ainabili y,13(22), 12763. [C ossRe ]
Cummings, T. G., & Huse, E. F. (1989). O ganiza ional De elopmen and Change. Wes Publishing.
Cunha, M. P. E., Ne es, P., Clegg, S. R., Cos a, S., & Rego, A. (2019). Pa adoxes o o ganiza ional change in a me ge con ex . Quali a i e
Resea ch in O ganiza ions and Managemen : An In e na ional Jou nal,14(3), 217–240.
Da e, F., Hage , S. B., Naq i, N., & Wansleben, L. (2022). In oduc ion: The s uc u al powe o inance mee s inancializa ion. Poli ics &
Socie y,50(4), 523–542.
Da is, F. D. (1989). Technology accep ance model: TAM. Al-Suq i, MN, Al-Au i, AS: In o ma ion Seeking Beha io and Technology Adop ion,
205(219), 5.
Decke , P., Du and, R., May ield, C. O., McCo mack, C., Skinne , D., & Pe due, G. (2012). P edic ing implemen a ion ailu e in
o ganiza ion change. Jou nal o O ganiza ional Cul u e, Communica ions and Con lic ,16(2), 39–59.
Domínguez, L., Nchez, I., & Ál a ez, I. (2011). De e mining ac o s o e-go e nmen de elopmen : A wo ldwide na ional a oach.
In e na ional Public Managemen Jou nal,14(2), 218–248.
Dzimi´nska, M. (2024). A call o inno a ion cul u e in Polish academics’ ision o an ideal- ype uni e si y. S udies in Highe Educa ion,
49(6), 1000–1013.
Eas e by-Smi h, M., Tho pe, R., & Lowe, A. (2008). Managemen esea ch: An in oduc ion (3 d ed.). SAGE Publica ions L d.
Fe nandez, W., Klein, G., Jiang, J., & Khan, R. M. (2022). In eg a ion ne wo ks in IT-enabled ans o ma ion p og ams. In e na ional
Jou nal o Managing P ojec s in Business,15(6), 913–937.
Field, A. (2013). Disco e ing s a is ics using IBM SPSS s a is ics. Sage.
Fielde , E. E. (1967). A heo y o leade e ec i eness. McG aw-Hill.
Fullan, M. (2015). The new meaning o educa ional change. Teache s College P ess.
Gangwa , H., Da e, H., & Ramaswamy, R. (2015). Unde s anding de e minan s o cloud compu ing adop ion using an in eg a ed
TAM-TOE model. Jou nal o En e p ise In o ma ion Managemen ,28(1), 107–130.
Gelaidan, H., & Ahmad, H. (2013). The Fac o s e ec ing employee commi men o change in public sec o : E idence om Yemen.
In e na ional Business Resea ch,6(3), 75–79.
Adm. Sci. 2025,15, 126 24 o 27
Ge ha-Taylo , H., G aye , M. J., Kemp , R. J., & O’Lea y, R. (2019). Collabo a ing in he absence o us ? Wha collabo a i e go e nance
heo y and p ac ice can lea n om he li e a u es o con lic esolu ion, psychology, and law. The Ame ican Re iew o Public
Adminis a ion,49(1), 51–64. [C ossRe ]
Gholami, R., Singh, N., Ag awal, P., Espinosa, K., & Bamu leh, D. (2021). In o ma ion echnology/sys ems adop ion in he public
sec o . Jou nal o Global In o ma ion Managemen ,29(4), 172–194. [C ossRe ]
Gie mindl, L. M., S ich, F., Ch is , O., Leich -Deobald, U., & Redzepi, A. (2022). The da k sides o people analy ics: Re iewing he
pe ils o o ganisa ions and employees. Eu opean Jou nal o In o ma ion Sys ems,31(3), 410–435. [C ossRe ]
Goniewicz, K., Bu kle, F. M., & Kho am-Manesh, A. (2024). T ans o ming global public heal h: Clima e collabo a ion, poli ical
challenges, and sys emic change. Jou nal o In ec ion and Public Heal h,18(1), 102615. [C ossRe ]
Go sch, M., Gandenbe ge , C., Se a imo , L., & Miemiec, M. (2023). Top-down and bo om-up s a egies o he implemen a ion o
co po a e social esponsibili y: A quali a i e su ey o an in e na ional IT se ices company. Co po a e Social Responsibili y and
En i onmen al Managemen ,30(4), 1645–1663.
Gue e o, E., & Kim, A. (2013). O ganiza ional s uc u e, leade ship and eadiness o change and he implemen a ion o o ganiza ional
cul u al compe ence in Addic ion Heal h Se ices. E alua ion and P og am Planning,40(1), 74–81.
Gul ekin, S. (2011). New public managemen : Is i eally new? In e na ional Jou nal o Human Sciences,8(2), 343–358.
Hai , J. F., Black, W. C., Babin, B. J., & Ande son, R. E. (2010). Mul i a ia e da a analysis: A global pe spec i e (7 h ed.). Pea son Educa ion.
Halimah, L., Hidayah, Y., He yani, H., T ihas u i, M., & A pannudin, I. (2023). The meaning o main aining a li e philosophy o
simplici y o li e pleasu e: A s udy in Kampung Naga, Tasikmalaya. Jou nal o Human Beha io in he Social En i onmen ,
33(8), 1149–1159. [C ossRe ]
Hameed, I., Khan, A. K., Sabha wal, M., A ain, G. A., & Hameed, I. (2019). Managing success ul change e o s in he public sec o : An
employee’s eadiness o change pe spec i e. Re iew o Public Pe sonnel Adminis a ion,39(3), 398–421.
Haque, M. D., Ti iAmayah, A., & Liu, L. (2016). The ole o ision in o ganiza ional eadiness o change and g ow h. Leade ship and
O ganiza ion De elopmen Jou nal,37(7), 983–999.
Ho s ede, G. H. (2005). Cul u es in o ganiza ions. Mc G aw-Hill.
Jacobs, G., Wi eloos uijn, A., & Ch is e-Zeyse, J. (2013). A heo e ical amewo k o o ganiza ional change. Jou nal o O ganiza ional
Change Managemen ,26(5), 772–792. [C ossRe ]
Jayabalan, J., Do asamy, M., & Raman, M. (2021). Reshaping highe educa ional ins i u ions h ough ugal open inno a ion. Jou nal o
Open Inno a ion: Technology, Ma ke , and Complexi y,7(2), 145.
Jayousi, S., Ba chielli, C., Alaimo, M., Capu o, S., Pa e i, M., Zoppi, P., & Mucchi, L. (2024). ICT in nu sing and pa ien heal hca e
managemen : Scoping e iew and case s udies. Senso s,24(10), 3129. [C ossRe ]
Jones, D. S. (2013). P ocu emen e o m in he Philippines: The impac o eli e cap u e and in o mal bu eauc acy. In e na ional Jou nal o
Public Sec o Managemen ,26(5), 375–400.
Kelly, P., & Ashwin, A. (2013). The business en i onmen (1s ed.). Cengage.
Khanh, N. (2014). The c i ical ac o s a ec ing E-Go e nmen adop ion: A Concep ual F amewo k in Vie nam. a Xi , a Xi :1401.4876.
Khaw, K. W., Alnoo , A., Al-Ab ow, H., Tibe ius, V., Ganesan, Y., & A shan, N. A. (2023). Reac ions owa ds o ganiza ional change: A
sys ema ic li e a u e e iew. Cu en Psychology,42(22), 19137–19160.
Kicke , W. J. M. (2010). Managing eme gen and complex change: The case o he Du ch agenci ica ion. In e na ional Re iew o
Adminis a i e Sciences,76(3), 489–515.
Kicke , W. J. M. (2014). Speci ici y o Change Managemen in Public O ganiza ions: Condi ions o Success ul O ganiza ional Change
in Du ch Minis e ial Depa men s. Ame ican Re iew o Public Adminis a ion,44(6), 693–717.
Kim, D. G., & Lee, C. W. (2021). Explo ing he oles o sel -e icacy and echnical suppo in he ela ionship be ween echno-s ess and
coun e -p oduc i i y. Sus ainabili y,13(8), 4349. [C ossRe ]
Ki sios, F., & Kama io ou, M. (2017, Sep embe 5–7). S a egic change managemen in public sec o ans o ma ion: The case o middle manage
leade ship in G eece. The 31s Annual Con e ence o he B i ish Academy o Managemen —BAM 2017, Co en y, UK.
Ko e , J. P. (2010). Leading change: Why ans o ma ion e o s ail. Ha a d Business School P ess.
K ishna, B., K ishnan, S., & Sebas ian, M. P. (2023). Examining he ela ionship be ween na ional cybe secu i y commi men , cul u e,
and digi al paymen usage: An ins i u ional us heo y pe spec i e. In o ma ion Sys ems F on ie s,25(5), 1713–1741.
Kuipe s, B. S., Higgs, M. J., Kicke , W. J. M., Tumme s, L. G., G andia, J., & Van de Voe , J. (2014). The managemen o change in
public o ganiza ions: A li e a u e e iew. Public Adminis a ion,92(1), 1–20. [C ossRe ]
Kusumasa i, B., Sajida, S., San oso, A. D., & Fauzi, F. Z. (2024). The Rein en ing o public adminis a ion in he new hyb id wo ld.
Teaching Public Adminis a ion,42(2), 206–229. [C ossRe ]
Lau, J., Vähäsan anen, K., & Collin, K. (2024). Teache s’ p o essional agency in a cen alisa ion-decen alisa ion sys em and a hie a chical
cul u al con ex : The case o Hong Kong. Pedagogy, Cul u e & Socie y,32(3), 699–719.
Lee, S., Oh, S., & Nam, K. (2016). T ans o ma ional and ansac ional ac o s o he success ul implemen a ion o en e p ise a chi ec u e
in public sec o . Sus ainabili y,8(5), 456. [C ossRe ]
