Abstract

This paper aims to investigate the impact of Hofstede's five dimensions of national values (Power Distance,
Individualism, Uncertainty Avoidance, Masculinity, and Long-Term Orientation) on commitment to
organizational change and individual readiness for change.
No empirical research of the influence of national values on organizational change was conducted. Structural
equation model employed in particular confirmatory factor analysis and path analysis procedures was used to test
the hypothesized model.
Findings of this study offer valuable insights on why cultural values should be differentiated as they relate to
different individual readiness and commitment to change. The findings of this study will be useful to the policy
makers and organizations that plan to accomplish change initiatives, particularly those in Arabic region.
Managers at international corporations can also benefit from this study if they have business dealings with the
people from this region. The study is among the first that investigates the issue of change implementation from
the perspective of national cultural values.

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