Managing change is essential to achieving high levels of organizational performance, enabling companies to effectively adapt to highly dynamic environments by considering new structures, adopting technologies, and implementing new processes. In this context, this research examines the effect of change management on organizational performance, mediated by organizational culture, in Peruvian companies in the service sector. This quantitative, non-experimental study collected cross-sectional data from 544 managers of service-providing companies, one of the most important sectors of the Peruvian economy, through an online survey comprising a 21-item Likert-based questionnaire with five options for rating each item. The data were processed in SPSS and AMOS, confirmatory factor analysis was applied to test the proposed model and modeled through structural equations, in order to test the veracity of the hypotheses raised. The results revealed that, in service companies, there is partial mediation of culture, relating change management to organizational performance, with a coefficient of 0.093. Furthermore, change management has a direct positive effect on organizational performance (β=0.273, SE=0.138, p<0.05), as well as on organizational culture (β=0.603, SE=0.145, p<0.01). Likewise, organizational culture has a positive impact on organizational performance (β=0.433, SE=0.071, p<0.01). This study integrates three variables within the service business environment, provides valuable empirical evidence, and addresses an important gap in the literature, highlighting organizational culture as a key mediator in organizational change processes, enabling organizations to achieve improved performance levels.
Alipio et al. (Thu,) studied this question.