How do the internal dynamics of agile and non-agile mindset employees, influenced by agile culture, impact organizational change management?

Purpose Organizational agility requires ongoing change management, but the constant flux is not well accepted by all company members, which can lead to tensions. Specifically, for non-agile mindsets, “change” may be problematic; consequently, it might also be “change management.” This study explores how the dynamics between opposing agile and non-agile mindsets impact organizational change management and encourages discussion on how to manage the tensions between these mindsets to support ambidexterity and facilitate change adoption. Design/methodology/approach Based on a sample of 1,871 knowledge workers, divided into subsamples of agile (N = 932) and non-agile mindset professionals (N = 939), four structural equation models (SEMs) were developed to examine, step by step, how internal dynamics evolve when facilitated by an agile culture. Additionally, each step is analyzed from the perspectives of agile and non-agile professionals. Findings This study finds that professionals with an agile mindset see themselves as key to change management, and that non-agile colleagues view them similarly. Non-agile think they contribute positively, but agile colleagues see them as non-contributing. Perceptions of agile and non-agile mindsets are mutually exclusive, hindering collaboration. An agile culture benefits both, especially those with agile mindsets, potentially mitigating tensions. Originality/value This study contributes to the theory of organizational ambidexterity by providing empirical evidence that enhancing collaboration between mutually exclusive agile and non-agile mindsets, reflecting exploitative (non-agile mindset) and exploratory (agile-mindset) approaches, improves change management, which can foster organizational ambidexterity and support long-term success.