Employees’ Readiness for Change in SOE Subsidiary Restructuring: Change Communication, Transformational Leadership, Job Insecurity, Organizational Culture, and Perceived Support

Suhartini Suhartini
International Journal of Management and Digital Sc... 📅 2026 Vol 3, No 2 🔗 DOI: 10.70062/managementdynamics.v3i2.531
Abstract
The restructuring of Indonesian state-owned enterprises (SOEs) and their subsidiaries following the establishment of Danantara has generated new organizational demands, particularly regarding employees’ psychological preparedness for change. This article develops a quantitative research framework to examine the effects of change communication, transformational leadership, job insecurity, and organizational culture on employees’ readiness for change, with perceived organizational support serving as a moderating variable. The study is designed as an explanatory survey targeting employees of PT Krakatau Steel subsidiaries affected by restructuring. Data are intended to be collected using a five-point Likert-scale questionnaire and analyzed through partial least squares structural equation modeling (PLS-SEM). The article proposes that change communication, transformational leadership, and organizational culture positively influence readiness for change, whereas job insecurity exerts a negative effect. In addition, perceived organizational support is expected to strengthen the positive effects of change communication, transformational leadership, and organizational culture while attenuating the negative effect of job insecurity. The article contributes to the organizational behavior literature by offering a contextually grounded framework for understanding employee responses to restructuring in SOE subsidiaries. It further highlights the strategic importance of organizational support in sustaining employees’ readiness to navigate changes in governance, work systems, and organizational direction.
Keywords
Change Communication; Job Insecurity; Perceived Organizational Support; Readiness For Change; Transformational Leadership
How to Cite

Suhartini Suhartini (2026). Employees’ Readiness for Change in SOE Subsidiary Restructuring: Change Communication, Transformational Leadership, Job Insecurity, Organizational Culture, and Perceived Support . International Journal of Management and Digital Sciences, 3(2). https://doi.org/10.70062/managementdynamics.v3i2.531

Suhartini Suhartini, "Employees’ Readiness for Change in SOE Subsidiary Restructuring: Change Communication, Transformational Leadership, Job Insecurity, Organizational Culture, and Perceived Support ," International Journal of Management and Digital Sciences, vol. 3, no. 2, 2026.

Suhartini Suhartini. "Employees’ Readiness for Change in SOE Subsidiary Restructuring: Change Communication, Transformational Leadership, Job Insecurity, Organizational Culture, and Perceived Support ." International Journal of Management and Digital Sciences, vol. 3, no. 2, 2026.

Suhartini Suhartini. "Employees’ Readiness for Change in SOE Subsidiary Restructuring: Change Communication, Transformational Leadership, Job Insecurity, Organizational Culture, and Perceived Support ." International Journal of Management and Digital Sciences 3, no. 2 (2026).

Suhartini Suhartini (2026) 'Employees’ Readiness for Change in SOE Subsidiary Restructuring: Change Communication, Transformational Leadership, Job Insecurity, Organizational Culture, and Perceived Support ', International Journal of Management and Digital Sciences, 3(2). doi: 10.70062/managementdynamics.v3i2.531.

Suhartini Suhartini. Employees’ Readiness for Change in SOE Subsidiary Restructuring: Change Communication, Transformational Leadership, Job Insecurity, Organizational Culture, and Perceived Support . International Journal of Management and Digital Sciences. 2026;3(2).

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