Hasil untuk "Organizational behaviour, change and effectiveness. Corporate culture"

Wan Qin, Akhmad Saufi

Corporate culture plays a pivotal role in shaping employee belongingness, as alignment with organizational values enhances engagement, motivation, and productivity. This study aims to investigate the types of corporate culture implemented across organizations and analyze their impact on employees’ sense of belonging. Using a systematic literature review, the study adheres to the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines. Articles were sourced from reputable databases such as Scopus and ProQuest, yielding six relevant studies for analysis. The findings identified six primary types of corporate culture, particularly the informal communications, internal branding, employee-based brand equity, workspace preferences, activity-based work (ABW) space, and the informal bonding that all contribute positively to employees’ sense of belonging. These cultures fostering employee performance and organizational commitment, improving sense of pride in the organization, promoting communal atmosphere, and Influencing Employees’ Values and Behaviours. Notably, the review reveals a strong positive correlation between corporate culture and employees’ sense of belonging highlighting its essential role in fostering a supportive and engaging workplace environment. These insights offer valuable implications for organizations seeking to enhance employee well-being and organizational effectiveness through strategic cultural initiati

Eko Tama, Putra Saratian, Taufik Akbar et al.

Organizational restructuring for sustainability is increasingly recognized as a strategic imperative rather than a compliance-driven adjustment. This study employs a Systematic Literature Review (SLR) using the PRISMA framework to analyze peer-reviewed research from Scopus, Web of Science, and ScienceDirect, focusing on publications between 2015 and 2025. The findings emphasize that organizational culture acts as a catalyst in sustainability transitions, influencing leadership effectiveness, employee engagement, and the adaptability of structural changes. Companies that integrate environmental values into their corporate culture demonstrate higher success rates in implementing green strategies, while cultural resistance often impedes restructuring efforts. Leadership plays a crucial role in shaping sustainable practices by fostering ecological responsibility and guiding transformation processes. The study underscores the importance of aligning cultural frameworks with structural adaptations to ensure long-term sustainability success. Future research should focus on empirical validation, particularly in assessing the role of mid-level leadership in executing sustainability strategies.

Yueh-ying Wang, Shuying Huang, Kao-Shan Chen

This study examines the impact of Environmental, Social, and Governance (ESG) practices on corporate performance, focusing on the mediating role of innovation culture and the moderating effect of change support. Given the growing emphasis on corporate sustainability, understanding the internal mechanisms that drive ESG effectiveness is crucial. A cross-sectional survey was conducted with 614 valid responses collected from employees and managers of mid-to-large multinational corporations (MNCs) actively implementing ESG initiatives. Structural equation modeling (SEM) was employed to test the hypothesized relationships and assess the direct, mediating, and moderating effects of ESG practices on corporate performance. The results indicate that ESG practices positively influence both financial and organizational performance. Innovation culture plays a mediating role by translating ESG investments into tangible performance improvements through enhanced innovation capabilities. Moreover, change support significantly moderates the ESG-innovation-performance relationship, emphasizing the importance of leadership commitment, resource allocation, and employee engagement in driving ESG effectiveness. This study highlights the crucial role of innovation culture in bridging ESG initiatives and corporate performance while also demonstrating how change support strengthens ESG’s impact. Firms that integrate ESG into their innovation strategies and foster organizational readiness for change are better positioned to achieve sustainable competitive advantages. Managers should prioritize building a strong innovation culture and implementing structured change support mechanisms to maximize ESG outcomes. Companies can enhance ESG-driven innovation by investing in employee training, promoting cross-functional collaboration, and providing leadership support. These insights offer practical guidance for firms seeking to align ESG strategies with long-term performance and sustainability goals.

Fray Martinez Paez

The creation of educational policies is currently facing phenomena that are little considered by educational political science, such as academic cooperation, digitalization, and inequality in accessing what knowledge implies. This article describes the exercise of co-creation of educational policies between governments, universities, and international organizations, insisting on the role played by interdisciplinary work teams in the development of inclusive, efficient, and sustainable regulatory frameworks. Experiences from European Union, Latin American, and African countries are presented as successful coalitions that are shown to understand how these models have positive implications for the internationalization of higher education.

Diana Sachmpazidi, Mike Verostek, Jayna Petrella et al.

Physics programs are continually evolving to better support student learning and meet the diverse needs of their populations. Achieving many of these goals requires not only structural adjustments but also fundamental shifts in departmental culture. Recognizing this, disciplinary organizations in physics have placed systemic change and equity at the center of reform efforts, identifying them as essential pillars of meaningful and sustainable change. Yet tools for assessing departmental culture around educational change remain limited. In this study, we introduce the Culture around Systemic Change Survey (CSCS), a new instrument designed to measure faculty and staff perceptions of their department's "current" and "ideal" states. Using responses from the "current" scale only (N=111 participants across 33 departments), we conducted a psychometric evaluation of the CSCS. Exploratory factor analysis supported a five-factor structure, including Open-Mindedness (OM), Student Involvement (SI), Collective Interpretation of Evidence (CE), Sustainability (S), and Disruption of Systemic Injustices (DI). As survey development is an iterative process, future work will focus on refinement and confirmatory analysis. This work sets the foundation for conducting population studies that assess the state of progress of the physics community along an equitable and systemic culture to pursuing educational change.

Jovan Veselinovič, Dražen Jovanović, Damir Ahmić

Entrepreneurship along with leadership can be understood as the process of influencing others in order to achieve organizational goals. Leadership is not only the aim of modern organizations, but it is also the means by which they achieve greater productivity and efficiency. There is a close mutual relationship between entrepreneurship and leadership because leadership appears as an essential component of entrepreneurship. Entrepreneurs must be able to set organizational goals, lead and motivate their employees,  inspire them to perform tasks effectively and make difficult decisions, all of which logically require the possession of leadership epithets. One explanation for why employees accept the influence of a leader is that he/her possesses power. In addition to power, leadership encompasses a range of other instruments related to exerting influence such as motivation, communication, and ability to work in a team, maintaining interpersonal relationships, corporate culture, knowledge generation, emotional intelligence, conflict management etc. Many organizations have found that if they can best ensure that employees as individuals are productive, they must pay attention to the way of managing work groups and teams. Entrepreneurship is also associated with superior company performance. Entrepreneurs are first of all responsible for setting organizational goals...

Ilham Baihaqi Baharsyah, Widy Maulana Iqbal, Dade Andika et al.

The adoption of Internet of Things (IoT) technology at PT. Kabelindo Murni Tbk. marks a significant milestone in leveraging integrated systems. By using a single application, positioning the company as a pioneer in IoT implementation within Indonesia's cable manufacturing industry. Thus, in this study aimed to examines the impact of IoT adoption on technological adaptation between organizational culture change and corporate goals achievement. Here, the qualitative method is performed to analyze the organizational culture change from several respondent. In this study, the data taken from subjective experiences of respondent from 2 managers, 2 supervisors, 1 management trainee, and 5 production staff.  The parameter is includes improving product quality, optimizing energy resource usage, increasing the effectiveness of raw material utilization in cable production, and fostering changes in organizational work culture using IoT technology at PT. Kabelindo Murni Tbk. The result shows an adaptation IoT as a new technology is increasing decision-making processes, productivity, efficiency, effectiveness, and product quality. Thus, the IoT technology can improve organizational work in the company especially over wire production line.

V. A. Sushko

The author examines in detail such aspects of the topic as the effectiveness of civil servants, which is a key indicator of the quality of public service. Special attention is paid to such aspects as the analysis of rules, norms and principles that establish basic behavioral norms and ethical standards for government employees. The novelty of the research lies in the fact that the introduction of corporate initiatives aimed at optimizing work processes contributes to the company's achieving higher financial results. Informal interaction between employees and continuous improvement of their professional level create conditions for improving their skills. In companies where management implements various innovative programs, it leads to significant changes in the organization. It analyzes how a market-oriented culture creates motivation for staff and increases their engagement. When an organization focuses on achievements and recognizes the individual contribution of each specialist, it creates a favorable environment for professional growth and development, which in turn leads to increased productivity and job satisfaction. This approach leads to a minimization of time costs, an increase in the quality of tasks performed and an increase in resource efficiency, which directly affects the increase in sales profits and overall productivity.

Sergey G. Stepanenko, Anastasiya V. Osadchaya

The article is devoted to the study of the social aspects of the development of corporate culture in the context of remote and flexible employment, due to the trends of digitalization and the transformation of labor organization models. The purpose of the work is to identify factors influencing changes in value orientations and mechanisms of interaction in distributed teams, as well as to evaluate the effectiveness of applied communication management methods and employee adaptation. The study uses an analysis of scientific sources, the regulatory framework and the practical experience of Russian and foreign companies, which allowed substantiating the conclusions and recommendations. The authors have revealed that the successful development of corporate culture in a digital environment requires the integration of flexible management approaches, mentoring and employee support systems that ensure a high level of engagement, reduced staff turnover and increased productivity. Attention is paid to the need to adapt corporate values to new work formats, preserve organizational identity and overcome social barriers in remote teams. The peculiarity of the research is that it forms a theoretical and practical basis for developing effective tools for managing corporate culture in remote and hybrid employment.

Daniel Gezahegn Badeg, K. Murthy

Purpose: Despite the crucial role of corporate culture in shaping employee behaviour, many ‎commercial banks in Ethiopia continue to experience declining motivation, inadequate staff ‎engagement, and cultural misalignment that hinder performance. This study investigates the ‎influence of essential cultural dimensions—involvement, consistency, adaptability, and ‎mission—on employee motivation within specific Ethiopian commercial banks. The main ‎problem found is that there isn't enough empirical data showing how much organisational ‎culture affects employee motivation in the Ethiopian banking sector, where quick changes, ‎competitive challenges, and structural reforms require a highly motivated staff. ‎Design/Methodology/Approach: A quantitative research design was utilised. A structured ‎questionnaire was used to collect data from 353 employees. We used Exploratory Factor ‎Analysis (EFA) and Confirmatory Factor Analysis (CFA) to test the measurement model. We ‎also used Structural Equation Modelling (SEM) to look into the suggested linkages between ‎culture and motivation. Findings: The findings indicate that all four cultural variables exert a ‎significant and positive influence on employee motivation. The structural model elucidated ‎‎51.0% of the variance in motivation, signifying that participative, coherent, adaptive, and ‎mission-driven cultural practices substantially enhance both intrinsic and extrinsic motivation ‎among employees. Practical Implications: The results show that commercial banks need to ‎create a culture that is supportive and encourages participation in order to keep employees ‎engaged and doing well. Leaders must improve employee engagement, strengthen shared ‎values, improve internal communication, and make sure that the organization's mission and ‎workers' work goals are still in line with each other. Originality/Value: This research ‎experimentally substantiates the Denison organisational culture framework within the ‎Ethiopian banking industry. It offers innovative perspectives on the strategic impact of ‎culture on motivation in financial institutions in emerging nations, thereby enriching both ‎organisational behaviour theory and practical banking management‎.

Matias Andika Yuwono, Lena Ellitan

Corporate Governance (CG) is a core concept in modern corporate strategy, especially in the banking industry. This article examines the relationship between implementing CG, Enterprise Risk Management (ERM), and organizational culture in the banking context. The research background details the impact of technological change, globalization, and transactions on enterprise risk management challenges. Lack of adequate governance was a significant cause of corporate bankruptcies and financial crises, particularly the 2008-2009 crisis. The research explains how effective CG implementation can influence ERM and how organizational culture is crucial in aligning ERM with the company's internal values and norms. This proposed research framework shows that effective CG positively impacts the company, creating a solid foundation for managing risks wisely. A positive organizational culture is also a critical factor in ERM effectiveness. Harmonious integration between CG, ERM, and organizational culture is the primary key to achieving full effectiveness of ERM implementation. It was found that good governance creates benefits such as integrated risk management, clear leadership structures, openness, robust oversight systems, compliance, reputational benefits, risk-based decision-making, and an emphasis on innovation.

D. E. Kozlova, N. V. Grushko

One of the main problems in modern socio-economic conditions is the ever-increasing competition in the field of education. An important condition for the effectiveness of management in the field of education is the need to rethink the approach to the problem of building a system of employee motivation, internal culture and ideology of the team. In the educational services market, this need is dictated by the intensive development and increase of competitive forces in this area. In this article, work motivation is a central phenomenon that depends on the parameters of corporate culture. Due to the specifics of the activities of educational organizations, it is important to study the parameters of corporate culture and how well they are developed in an educational institution, and their impact on staff. The purpose of this study is to study corporate culture as a determinant of staff motivation in educational organizations. The methodological tools included: S. V. Solovyov's questionnaire “Assessment of motivation to work”, D. Denison's questionnaire “Corporate culture”. The study involved 62 employees of educational organizations (47 women, 15 men; the age of the respondents is in the range from 19 to 65 years). Educational institutions were represented by employees of the following educational institutions in Omsk: schools - teachers, pedagogue-psychologist; lyceums - teachers; secondary professional institutions - teachers, methodologists, social pedagogue; higher educational institutions - teachers, specialists in educational and methodical work. The results of the study revealed such leading motives of work activity as “Profession”, “Creativity” and “Work” for employees of educational organizations, as well as the following main characteristics of corporate culture: the ability to change, attention to customers, the learning ability of the organization, the vision of the organization, coordination and integration, involvement in values, the possibility of developing the organization, which have an impact on the motivation of staff.

O. Vartanova, Iia Maliarenko

The article analyses the factors of diagnostics of corporate staff well-being and their impact on the organisation's success. The study presents an analysis of the key factors that form the overall picture of employee well-being and determine the effectiveness of the organisation. The focus is on five key groups of factors: physical health and safety: aspects such as workplace ergonomics, health programmes, occupational disease prevention and workplace safety systems are considered. Their impact on overall well-being and productivity is analysed; psychological well-being: the factors of stress, emotional burnout, job satisfaction and psychological climate in the team are investigated. Special attention is paid to methods of assessing the psychological state of employees and strategies for improving it; social interactions and corporate culture: aspects of teamwork, leadership, communication in the organisation and the alignment of corporate values with employees’ personal values are analysed. The impact of these factors on the overall level of staff well-being and engagement is considered; economic aspects: remuneration systems, social packages, career opportunities and financial stability are studied. The link between the economic well-being of employees and their loyalty to the organisation is investigated; work-life balance: the issues of work schedule flexibility, remote working, leave policies and support for employees’ family life are considered. The impact of these factors on overall job satisfaction and productivity is analysed. Particular attention is paid to the methods of diagnosing these factors. Both traditional methods (questionnaires, interviews) and innovative approaches (using AI to analyse employee sentiment, measuring biometric indicators to assess stress levels) are considered. The relevance of this study is enhanced in the context of global changes in the work environment and growing digitalisation. The authors emphasise the need to adapt the methods of diagnosing and managing corporate well-being to new realities, including the increasing share of remote work and changing employee priorities. The article also examines the relationship between various factors of corporate well-being and their combined impact on the overall success of an organisation. It presents a model that demonstrates how improvements in one area (e.g. psychological well-being) can have a positive impact on other aspects (e.g. productivity, innovation).

Theresa Ewuzie, B. Obong

In today's ever-evolving corporate landscape, achieving peak productivity requires more than conventional approaches—it demands a strategic revolution. This lies in the domain of Workplace Rhetoric and Behaviour Engineering, not merely presenting research findings but offering actionable strategies for a comprehensive overhaul of corporate culture. The objective is straightforward: to explore the revolutionary potential of workplace rhetoric as a strategic model for boosting worker productivity. This isn't an abstract concept; it's a practical assessment of how behaviour engineering, driven by rhetorical techniques, can profoundly motivate employees. Employing a multimodal methodology that blends quantitative and qualitative techniques, the presentation delves into literature and examines case studies of companies implementing rhetoric-based strategies. It's not confined to theory; instead, it involves dissecting real-world scenarios to understand how strategic language use influences employee performance and instigates transformative shifts in corporate culture. The procedural framework goes beyond analysis; it identifies crucial rhetorical components and proposes models for their systematic integration into organizational systems—a practical roadmap for implementation. The study doesn't linger on theory; it establishes a robust correlation between strategic language use and heightened worker performance. Rhetoric, positioned as a behaviour engineering tool, triggers tangible transformations in employee attitudes, communication patterns, and overall work dynamics. This isn't just conceptual; it's a mechanism for instigating positive shifts in corporate culture. Field observations highlight increased engagement, motivation, and productivity, presenting workplace rhetoric as a potent tool for organic motivation and fostering a conducive work environment supporting organizational growth. As workplace rhetoric is scrutinized as a behaviour engineering tool, the findings underscore its potential to induce noticeable changes in employee attitudes, communication styles, and overall work dynamics—a catalyst for a more inventive, flexible, and collaborative organizational culture. The presentation concludes with actionable recommendations for management teams; incorporating workplace rhetoric into leadership strategies, implementing training programs and workshops as a detailed roadmap for organizational transformation to enhance rhetorical skills across all organizational levels for organizational transformation and growth. This study explores the use of rhetoric in corporate settings to enhance worker productivity and foster a resilient corporate culture, offering innovative, human-centric strategies for organizational transformation.

Liane Gabora

This chapter synthesizes evidence from cognitive science, evolutionary theory, anthropology, psychological studies, and computational models for a complex systems inspired theory of creativity, and its role in cultural evolution. Creativity is guided by the global shape of one's integrated network of memories, concepts, and beliefs: one's worldview. This integrated structure and its dynamical change over time are described using autocatalytic networks. Autocatalytic networks can interact with each other, and they can grow and evolve; through interactions between their components, they generate novel components. Thus, they are used to describe cultural change both within and between individuals, as well as across cultural lineages. The chapter outlines autocatalytic network models of the origin of culture, the cognitive developmental process by which each child becomes a participant in cultural evolution, and the role of imitation, leadership, and social media on cultural evolution, as well as the trade-off between creativity and continuity.

Marten de Bruin, Konstantinos Mersinas

Cyber security incidents are increasing and humans play an important role in reducing their likelihood and impact. We identify a skewed focus towards technical aspects of cyber security in the literature, whereas factors influencing the secure behaviour of individuals require additional research. These factors span across both the individual level and the contextual level in which the people are situated. We analyse two datasets of a total of 37,075 records from a) self-reported security behaviours across the EU, and b) observed phishing-related behaviours from the industry security awareness training programmes. We identify that national culture, industry type, and organisational security culture play are influential Variables (antecedents) of individuals' security behaviour at contextual level. Whereas, demographics (age, gender, and level or urbanisation) and security-specific factors (security awareness, security knowledge, and prior experience with security incidents) are found to be influential variables of security behaviour at individual level. Our findings have implications for both research and practice as they fill a gap in the literature and provide concrete statistical evidence on the variables which influence security behaviour. Moreover, findings provides practical insights for organisations regarding the susceptibility of groups of people to insecure behaviour. Consequently, organisations can tailor their security training and awareness efforts (e.g., through behaviour change interventions and/or appropriate employee group profiles), adapt their communications (e.g., of information security policies), and customise their interventions according to national culture characteristics to improve security behaviour.

Nusrat Khan, Mashael Abdullah Zidan, Asra Inkesar et al.

This research aimed to investigate the role of humanizing leadership in enhancing the effectiveness of change management strategies within organizations. Specifically, it focused on how humanizing leadership influences change outcomes and the extent to which organizational culture moderates this relationship. The study addressed critical questions regarding the impact of leadership behaviors, such as model vulnerability, emotional intelligence, open communication, and psychological safety on effective change management and employee performance. A quantitative approach was employed to provide a comprehensive analysis of the phenomena. Quantitative data were collected from a sample of 325 employees through surveys that measured perceptions of Humanizing leadership behaviors, organizational culture, and change outcomes. Data was analyzed by IBM SPSS 26.0. The findings revealed that humanizing leadership behaviors significantly enhances the success of change initiatives, primarily through improved employee engagement and reduced resistance. Organizational culture was found to play a moderating role, amplifying the positive effects of empathetic and inclusive leadership practices. The study provides actionable recommendations for organizational leaders and managers to foster a culture that supports humanizing leadership. By adopting leadership strategies that emphasize vulnerability, empathy, and inclusivity, organizations can enhance their adaptability and resilience against the backdrop of continuous change. These findings are particularly valuable for enhancing managerial practices and informing policy within corporate settings.

Volodymyr Seliuk

The article analyzes various perspectives on the formation of corporate culture. The purpose of the article is to review foreign scientific research in the context of the formation of corporate culture in military organizations. Among the analyzed sources are both fundamental works and works of modern authors describing the current state of affairs in the armed forces of Western countries. To achieve the defined goal and fulfill the tasks, theoretical research methods were applied – analysis, synthesis, generalization of scientific sources, in which the definitions of “corporate culture” and “organizational culture” were determined and the state of their formation in the armed forces of different countries was described. The results of research. It is observed that foreign researchers often conflate the concepts of “corporate culture” and “organizational culture”. The majority of scholars focus their studies on organizational culture, with leadership recognized as one of the most influential factors shaping it. Furthermore, the development of corporate culture is closely intertwined with societal and military unit traditions. National, historical, religious, racial, social, and gender characteristics contribute to the establishment of distinct sets of norms and traditions that serve as the foundation for the corporate culture within the armed forces. The entrenched corporate culture among officers influences their career choices, often mirroring those of their parents. However, researchers caution against the emergence of castes within military organizations, as this phenomenon can lead to the degradation of the armed forces. Emphasizing the significance of military training institutions, the article underscores their role in shaping an effective corporate culture among officers by instilling the foundational principles that guide their future activities and worldview. It has been observed that there are several common classifications of the concept of “corporate culture”. However, they can be condensed into two primary models: flexible and hierarchical. The hierarchical model delineates the roles of each participant, the extent of their responsibilities, and the modes of interaction among them. Conversely, the flexible model underscores the capacity for scalability, adaptation, and rapid response to changes in external conditions. Additionally, some researchers highlight that such changes may yield both negative repercussions for corporate culture and offer new opportunities for its development. Historical experience demonstrates that the corporate culture of officers is subject to ongoing evolution. Specifically, the widespread integration of modern information and communication technologies in military affairs is already reshaping both the battlefield and intra-unit relations. The analyzed publications in foreign sources indicate that most researchers identify the concepts of “organizational culture” and “corporate culture” and mostly use the first term. Many studies point to differences in the corporate culture of different countries and different eras, as well as military branches. Therefore, national traditions and certain features inherent in national armies determine the rules that shape corporate culture. It is noticeable that considerable attention is paid to the analysis of threats that exist or may arise in the future. At the same time, the authors offer their own recommendations that would prevent the development of negative effects. Conclusions. The main factor that would contribute to the increase in the effectiveness of the formation of an effective corporate culture is considered to be training in higher education institutions during the training of future officers as well as military training and training during service. Also, most researchers point to the importance of adapting to the changing conditions of the external environment, both for officers and for their corporate culture in general.

Olena Varaksina, Anastasia Olyvenko

The article highlights the importance of corporate culture as a strategic management tool in today's business environment. It is emphasized that in today's world, where competition is growing and technological changes are occurring faster than ever, it is imperative that enterprises move to flexible management models. It is noted that a change in corporate culture based on the values that shape interaction with key stakeholder groups becomes the basis for adaptation to new conditions. The influence of corporate culture on productivity, employee engagement and overall success of the organization is noted. It is emphasized that an effectively developed corporate culture not only increases competitiveness, but also strengthens trust and loyalty among customers, partners and employees. The author emphasizes the importance of developing communication channels within the framework of corporate culture, which contributes to the growth of transparency and openness in the organization. It is emphasized that corporate culture is not only an internal success factor, but also a powerful tool for external competitive strategy, which allows enterprises to maintain their market position. It is determined that a successful corporate culture contributes to creating a positive image of the company, which is an important aspect for attracting new customers and partners. It is emphasized that in the context of globalization it is important to take into account cultural differences when forming the corporate culture of an enterprise. It is noted that in order to ensure sustainable development of enterprises, it is important to regularly evaluate the effectiveness of corporate culture and make adjustments in accordance with changes in the external environment. It is established that the implementation of corporate culture values should be based on the principles of inclusiveness and diversity, which, in turn, ensures the development of creativity and innovation. The article also emphasizes that the direct involvement of management in the formation and maintenance of corporate culture is a crucial factor for its success. Only an integrated approach to corporate culture management can ensure sustainable development of an organization in the face of modern challenges.

Nur Hazelen Mat Rusok, Naresh Kumar Samy, A. Bhaumik

Purpose:  This empirical research aimed to analyze the mediating role of attitude toward change (ATC) on the relationship between the learning organization dimensions (LODs) and innovative work behaviour (IWB) among academics with the rank of professor in Malaysian public higher education institutions (HEIs).   Theoretical framework: Organizational effectiveness, leading to sustainable goal development to happen swiftly, requires an attitude toward change (ATC) that leads to IWB among the institutional members who are undoubtedly already in a learning culture with supporting milieus.   Design/methodology/approach: 366 valid survey responses were collected using self-administered questionnaires delivered through the online survey with professors serving Malaysian public HEIs as target respondents. The study used Partial Least Square Structural Equation Modeling (PLS‐SEM) for exploratory data analysis and hypothesis testing.   Findings:  The results indicate that four LODs, systems connection, strategic leadership, continuous learning and dialogue and inquiry, significantly affect IWB in the presence of ATC as a mediator. On the other hand, ATC cannot mediate the outcome of IWB substantially, testing for the following exogenous variables: team level of learning, and two different dimensions of learning at the organization level, embedded system and empowerment.   Research, Practical & Social implications:  This study can be instructive for HEIs policymakers and those charged with institutional change and development. The study found that the HEIs’ effort in creating dynamic continuous learning opportunities and endless action in creating a culture of enthusiasm for questioning, timely feedback, and research enhanced the IWB through the upshot of ATC. At the structural level,  encouraging active participation and contributions to global intelligence and learning-oriented leadership marks the progress of the IWB. The capacity of the HEIs to integrate people and structures ultimately reaches healthier work behaviour necessary for the present needs of creative educational institutions. Practical implications and future research opportunities are in this empirical paper.   Originality/value:  The study empirically supports the strength of measures used to gauge the LODs, ATC and IWB. The mediating effects of ATC are substantial, with solid research evidence to suggest it is essential to identify what influences employee attitudes to change to facilitate and optimize employee receptiveness to change and, therefore, the likely success of HEIs change.