HYPERION ECONOMIC JOURNAL

Hyperion University of Bucharest
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HYPERION ECONOMIC JOURNAL

April 2026
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Change Readiness for Organizational Change Management - A Case for an Industry Food Organization from Romania

Keywords: organizational culture , organizational performance , change management , organizational change , organizational readiness for change , change efficacy , change commitment

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Authors:
  • George STANESCU, PhD Student, Affiliation: “Valahia” University of Targoviste, Doctoral School of Economic Sciences and Humanities, Targoviste, Romania;
  • Anisoara DUICA, PhD Professor, Affiliation: “Valahia” University of Targoviste, Doctoral School of Economic Sciences and Humanities, Targoviste, Romania;
  • Liliana PASCHIA, PhD., Associate Professor, Affiliation: “Hyperion” University of Bucharest, Faculty of Economics, Bucharest, Romania;
  • Elena TOADER (VASILE), PhD Student, Affiliation: “Valahia” University of Targoviste, Doctoral School of Economic Sciences and Humanities, Targoviste, Romania;
Pages: 75 : 84
Abstract: Organizations worldwide face intense competition because of changes in their work processes, products, and services. Employee willingness and behavioral and attitudinal changes are key to adapting to change. The successful implementation of change is contingent upon the organization's readiness for change. The food sector in Romania is constantly changing due to a combination of external factors such as industry and market trends, governmental laws, and customer expectations. Under these circumstances, project management and change management become essential to the success of businesses in this industry. The industry urgently needs to improve its current performance to increase productivity and satisfy project clients' complex and varying needs. This study scrutinizes an organization's readiness for change, focusing on the dimensions of change effectiveness and commitment. It draws from a comprehensive survey conducted among staff members, which examined crucial factors such as employee attitudes toward change. These attitudes perceived organizational support, communication effectiveness, and leadership involvement play a pivotal role in successful change management. They are not just components but the driving force behind a competitive edge through the high performance of their employees.
JEL classification: D23, L66, M14

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D23, L66, M14

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