Readiness for Change in Project Environments: A Theoretical Approach from an Organizational Behavior Perspective

This conceptual article investigates the theoretical foundation of readiness for change (RFC) from the lens of organizational behavior, with particular emphasis on project-oriented organizational contexts.Although the concept has been extensively addressed in broader organizational change literature, its integration within project management frameworks remains relatively underexplored.By conducting a comprehensive literature review supported by overlay visualization techniques, this study identifies core factors influencing change readiness and examines their strategic importance in ensuring the successful execution of projects.Through a structured review of previous scholarly works, two critical aspects are emphasized: the identification of existing gaps in the literature and the development of arguments to guide further inquiry.The findings underscore the necessity of cultivating a culture that values adaptability and sustained commitment within project settings to improve change-related outcomes.The discussion elaborates on how these behavioral dimensions can directly and indirectly impact project success, and proposes a series of theoretical propositions intended to address the gaps identified.However, the conceptual nature of this study limits its empirical generalizability.Accordingly, future empirical investigations are recommended to validate the proposed framework in real-world project environments.Despite this limitation, the study contributes meaningfully by offering both theoretical perspectives and practical considerations for project managers seeking to understand and enhance organizational RFC within dynamic project landscapes.This conceptual study addresses a key gap in project management literature by proposing a theoretical framework that integrates empowering leadership, technology readiness, and organizational commitment as antecedents of RFC.