INFLUENCE OF CHANGE MANAGEMENT STRATEGIES ON ORGANIZATIONAL PERFORMANCE

In an increasingly turbulent and competitive global environment, organizational performance has become a central concern for managers and researchers alike. Organizations are under mounting pressure to adapt to rapid technological, economic, and social changes while maintaining their operational efficiency, strategic effectiveness, and long-term relevance. This context places significant emphasis on change management strategies as key levers for sustaining and improving organizational performance. This study aims to explore the extent to which change management strategies influence organizational performance, with a focus on identifying the determinants that enhance or hinder this relationship. The research problem stems from a critical gap in the literature: although the concept of change is widely addressed, its practical integration into performance improvement efforts remains inconsistent and insufficiently theorized. The study seeks to answer the following question: How do different change management strategies affect organizational performance, and under what conditions do they yield positive outcomes? To address this question, a mixed-methods approach was adopted. The quantitative component involved a structured survey distributed to 150 employees and managers across manufacturing and service-sector firms. The data were analyzed using descriptive statistics and multiple regression to test hypotheses concerning the impact of leadership involvement, communication quality, and employee participation on performance outcomes. The qualitative component consisted of 15 semi-structured interviews with change leaders and HR professionals, analyzed thematically to identify perceptions, success factors, and contextual challenges. The findings reveal that strategies emphasizing clear communication, inclusive leadership, and continuous monitoring significantly contribute to performance improvements, especially when aligned with organizational vision and supported by adaptive structures. However, resistance to change, resource constraints, and inconsistent managerial commitment emerged as major limitations. The study concludes with recommendations for developing integrated, context-sensitive change frameworks and highlights the need for future research to examine sector-specific variables, long-term change impacts, and cultural factors influencing strategy effectiveness.