The Impact of Organizational Change Management on Crisis Management:A Case Study of the Public Electricity Corporation – General Administration – Aden
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Abstract
This study explores the impact of organizational change management on crisis management within the Public Electricity Corporation – General Administration – Aden. It focuses on three key dimensions of organizational change—people, culture, and organizational structure—and their influence on five dimensions of crisis management: early warning signal detection, preparedness and prevention, damage containment, recovery, and learning.
Adopting a descriptive-analytical approach, the study encompassed all 74 employees of the General Administration through a comprehensive survey. A structured questionnaire served as the main data collection instrument, and the data were analyzed using the SPSS statistical program.
The findings indicated that both organizational change management and crisis management were applied at a moderate level. Organizational change management exhibited a significant impact on crisis management, with a correlation coefficient of 0.65. Among the dimensions, changes related to organizational structure and people had the strongest influence, while cultural change demonstrated the weakest. Overall, a strong positive relationship was found between organizational change management and crisis management, though the degree of association varied across dimensions. The study recommends strengthening the culture of change and adaptability through continuous training, empowering employees to participate in decision-making during crises.
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Organizational Change Management, People, Culture, Organizational Structure. Crisis Management, The General Electricity Corporation
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