Public Sector Transformation in Emerging Economies: Factors Affecting Change Adoption in Pakistan

Muhammad Kamran Nawaz, Ahmed Eltweri (), Khalid Abbas, Wa’el Al-Karaki, Farag Edghiem, Scott Foster and Munir Adali
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Muhammad Kamran Nawaz: Liverpool Business School, Liverpool John Moores University, Liverpool L1 9DE, UK
Ahmed Eltweri: Liverpool Business School, Liverpool John Moores University, Liverpool L1 9DE, UK
Khalid Abbas: Liverpool Business School, Liverpool John Moores University, Liverpool L1 9DE, UK
Wa’el Al-Karaki: International Business School, Teesside University, Middlesbrough TS1 3BX, UK
Farag Edghiem: Digital Marketing Communications, Manchester Metropolitan University, Manchester M15 6BG, UK
Scott Foster: Liverpool Business School, Liverpool John Moores University, Liverpool L1 9DE, UK
Munir Adali: Department of Administrative and Financial Sciences, Al-Zahraa Higher Institute of Science and Technology, Tripoli, Libya

Administrative Sciences, 2025, vol. 15, issue 4, 1-27

Abstract: Organizational change remains a significant challenge in developing countries, often hindered by entrenched bureaucratic cultures and resistance to reform. This study investigates the key determinants of change acceptance among public sector employees in Pakistan, focusing on the Khyber Pakhtunkhwa (KPK) region. Using a survey of 320 public sector workers, this research examines employee attitudes toward organizational change through a multi-conceptual framework that incorporates technical, organizational, and environmental factors. Ten influencing factors were analyzed using Structural Equation Modeling (SEM) in AMOS. The findings reveal a strong positive relationship between nine factors—change management, IT infrastructure, reward systems, technical competency, top management support, legal frameworks, organizational culture, and HRM practices—and employees’ willingness to accept change. This study presents a robust explanatory model with high predictive power for change acceptance. It provides valuable insights into reform dynamics in developing nations and offers practical strategies to guide successful public sector change management initiatives.

Keywords: reform; change management; TOE framework; change model; SEM (search for similar items in EconPapers)
JEL-codes: L M M0 M1 M10 M11 M12 M14 M15 M16 (search for similar items in EconPapers)
Date: 2025
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