Abstract

This study investigates the influence of organisational culture on individual readiness for change (IRFC) within the Kuwaiti banking sector. In a rapidly evolving economic landscape, where technological transformation, regulatory shifts, and heightened competition demand organisational adaptability, employee readiness becomes a critical success factor for implementing change initiatives. Drawing on Cameron and Quinn’s Competing Values Framework (CVF), this research examines the impact of four cultural typologies—Clan, Adhocracy, Market, and Hierarchy—on employees’ psychological and behavioural willingness to embrace organisational change.A quantitative, correlational design was adopted to assess how different organisational culture types affect IRFC. Survey data were collected from a sample of bank employees across Kuwait and analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM). The findings reveal that Adhocracy and Clan cultures have a significantly positive effect on change readiness, promoting flexibility, innovation, communication, and employee support. Conversely, Market and Hierarchy cultures were associated with more structured, control-oriented environments that may either inhibit or provide limited support for change readiness, depending on implementation practices and leadership style.5 The study contributes theoretically by contextualising the CVF within a non-Western banking environment, offering novel insights into how cultural values intersect with individual attitudes toward change. Practically, the research highlights the importance of cultural alignment in designing effective change strategies. Recommendations include fostering adaptive leadership, enhancing internal communication, and embedding support mechanisms that align with change-friendly cultural values.This thesis advances understanding of the culture-readiness nexus and offers evidence-based guidance for banking institutions in Kuwait and similar contexts seeking to enhance their organisational agility and resilience through culture-sensitive change management

Awarding Institution(s)

University of Plymouth

Supervisor

Jonathan Moizer, Smita Tripathi

Document Type

Thesis

Publication Date

2026

Deposit Date

July 2026

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