Limits of Change-Management Activities as Evidence of Performance During Organisational Change in It

Change models prescribe communication, participation, training, feedback, and adjustment. Completing these activities does not establish that employees maintained performance or that the intended result was achieved. This study tests whether employee-reported activities retain explanatory value for self-perceived performance after enabling conditions and paradox mindset enter a hierarchical model. The "N = 300" IT-context file yields 200 records meeting all coverage thresholds. Activities added "ΔR² = 0.033" after controls, but their coefficient approached zero after leadership, culture, and technology support entered and stayed unsupported in every sensitivity variant. The enabling block added "ΔR² = 0.093" ; perceived culture was the only supported focal coefficient in the primary full model, but its support varied across scoring and sample specifications. Paradox mindset added no supported value. Cross-sectional self-report, provisional measures, coverage selection, and non-probability sampling limit inference.