There is a universal consensus that improving employee performance is a cornerstone for any organization’s path to success and prosperity. However, when it comes to identifying what factors trigger such an improvement, there is anything but consensus among researchers. In this paper, a sample of government employees in the Sultanate of Oman is studied to discern the factors that affect employee performance. A factor analysis is applied to validate the constructs used to measure the various variables. A correlation analysis and a corresponding multiple linear regression is carried out to test the hypotheses. In contrast to many research findings, the results indicate that the only significant factor is technology; whereas leadership and organizational structure are neutral. The results are analyzed and discussed in view of the socio-cultural context of the Sultanate of Oman and the GCC region.

Managing change is essential to achieving high levels of organizational performance, enabling companies to effectively adapt to highly dynamic environments by considering new structures, adopting technologies, and implementing new processes. In this context, this research examines the effect of change management on organizational performance, mediated by organizational culture, in Peruvian companies in the service sector. This quantitative, non-experimental study collected cross-sectional data from 544 managers of service-providing companies, one of the most important sectors of the Peruvian economy, through an online survey comprising a 21-item Likert-based questionnaire with five options for rating each item. The data were processed in SPSS and AMOS, confirmatory factor analysis was applied to test the proposed model and modeled through structural equations, in order to test the veracity of the hypotheses raised. The results revealed that, in service companies, there is partial mediation of culture, relating change management to organizational performance, with a coefficient of 0.093. Furthermore, change management has a direct positive effect on organizational performance (β=0.273, SE=0.138, p<0.05), as well as on organizational culture (β=0.603, SE=0.145, p<0.01). Likewise, organizational culture has a positive impact on organizational performance (β=0.433, SE=0.071, p<0.01). This study integrates three variables within the service business environment, provides valuable empirical evidence, and addresses an important gap in the literature, highlighting organizational culture as a key mediator in organizational change processes, enabling organizations to achieve improved performance levels.

The main purpose of this research is to investigate the mediating role of job stress in the relationship between organizational change and job satisfaction in telecommunication companies in Jordan. The research population is employees working at three communication companies in Jordan; as a convenience sample of 422 was chosen randomly. Descriptive analysis was used to provide general information on the employees of telecommunication companies. Furthermore, validity and reliability tests were used, and regression analysis was applied for the possibility of hypotheses rejection. The findings indicate a significant positive relationship between organizational change and job satisfaction, as well as a significant positive relationship between organizational change and job stress. Additionally, the results indicate a significant negative relationship between job stress and job satisfaction. The findings also revealed a partial mediating effect of job stress on the relationship between organizational change and job satisfaction. According to the findings of this research, to increase employees’ job satisfaction, their level of job stress during organization change operations in telecommunication companies must be decreased. For future research, the present study recommends the investigation of the impact of organizational change on job satisfaction, along with the mediating role of job stress, using different dimensions and sectors.

The present study examines the effect of variables on contemporary management accounting practices' adoption in the public sector. The present research further investigates the relationship between the uptake of contemporary management accounting practices and organizational performance and change. 520 surveys were mailed to the public sector in Jordan to gather data, which was subsequently analyzed employing SEM. The findings of the research indicate that there are substantial relationships between accounting staff qualifications and management accounting practices. Results indicate that modern management accounting practices could help public sector practitioners enhance performance and promote organizational change. The investigation offers concrete insight into the public sector's uptake of management accounting practices. The research conducted offers a field study of the impact of implementing a suite of management accounting practices in the public sector.

This study examines the effect of the organizational change on company performance which is mediated by changes in management accounting practices. High environmental uncertainty requires company management to make organizational changes and changes in management accounting practices to achieve performance. The study uses a survey method with a total of 1945 respondents as managers of middle to upper manufacturing companies in 389 manufacturing companies in Indonesia. Data analysis techniques use partial least square, with more accommodating considerations for analyzing complex models with various indicators that are reflective and formative. The results of the study indicate that organizational change had a positive effect on changes in management accounting practices. Changes in accounting practices have positive effects on corporate performance, and changes in management accounting practices are able to mediate environmental changes in performance. Meanwhile, organizational change does not affect the company's performance.

The primary objective of this paper is to study the present status of organizational adaptability in Iranian broadcasting system against environmental changes and present possible suggestions to empower the organization to cope with future changes. The study uses the method developed by Denison (1990) [Denison, D. R. (1990). Corporate culture and organizational effectiveness. John Wiley & Sons.] to study the organizational changes. Using a sample of 354 randomly selected employees who worked for this organization, the study has determined that the level of organizational adaptability was less than desirable level and the firm needs to make necessary actions to better cope with environmental change.

This paper presents an empirical investigation to study the relationship between knowledge management and organizational change in one of Iranian producers of wire and cable. The proposed study of this paper designs a questionnaire consists of 23 questions in Likert scale and distributes it among 76 randomly people who work for this organization. The results of Spearman correlation coefficients show that harvest index, refining, organizing, disseminating and applying knowledge have positive and meaningful relationship with organizational change. Managers need to develop organizational change to integrate the wealth of knowledge in various sectors and having knowledge of internal and external forces.

The primary objective of this survey is to study the relationship between leadership style among teachers who work in high schools and their orientation on organizational change. The study is performed among students who attended guided schools in province of Semnan, Iran. There are five hypotheses associated with the proposed study of this paper including managers & apos; attitudes on change based on demographic characteristics, the relationship between leadership style and organizational change, the effects of different leadership styles and the organizational change orientation in terms of demographical characteristics. Statistical population includes all teachers who for high schools in city of Semnan, Iran and the study used a sample of 373 people who were randomly selected from three regions of the city. The proposed study used standard leadership questionnaire based on initiating structure and consideration originally developed at Ohio university in two dimensions with 30 questions. The questionnaire also used another type questionnaire consists of 32 questions with three dimensions of structure, technology and employee. The results indicate that there is no meaningful relationship between leadership style and gender, leadership style and job experience, organizational change and gender, management change and gender.