The impact of employees’ resistance to change on organizational performance in Vietnam listed companies:  Moderating roles of organizational culture and innovation capability

Nhan Ngoc Que Hoang

doi:10.46223/HCMCOUJS.econ.en.15.6.3800.2025

15(6)2025 (IN PRESS)

The impact of employees’ resistance to change on organizational performance in Vietnam listed companies: Moderating roles of organizational culture and innovation capability

Author - Affiliation:

Nhan Ngoc Que Hoang - Lac Hong University, Dong Nai Province , Vietnam

Corresponding author: Nhan Ngoc Que Hoang - quenhan1611@gmail.com

DOI:10.46223/HCMCOUJS.econ.en.15.6.3800.2025

Submitted: 15-10-2024
Accepted: 19-01-2025
Published: 05-03-2025

Abstract

The paper aimed to identify the impact of employees’ resistance to change on organizational performance in Vietnam-listed companies, with the moderating variables: organizational culture and innovation capability. The framework developed was tested on 230 senior managers of Vietnam Listed Companies using surveys, specifically listed on the Ho Chi Minh Stock Exchange. The data was analyzed through Partial Least Square-Structural Equation Modelling (PLS-SEM) using SmartPLS software. The results indicated that employees’ resistance to change impacts significantly on organizational performance, in addition to organizational culture and innovation capability having significant moderating roles between employees’ resistance to change and organizational performance. Moreover, factors including transformational leadership, transparent communication, and perceived support are key drivers of organizational performance and have a significantly negative impact on employees’ resistance to change. Finally, theoretical and practical implications for Vietnam-listed companies to control employees’ resistance to change and improve performance are discussed.

JEL codes

J53; L25; M12

Keywords

employees’ resistance to change; innovation capability; organizational culture; organizational performance; transformational leadership

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References

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DOI: https://doi.org/10.46223/HCMCOUJS.econ.en.15.6.3800.2025