Transformation hin zu Operational Excellence: Der Einfluss von Kommunikation auf die Veränderungsbereitschaft der Mitarbeitenden in der frühen Phase des Wandels

Abstract

Increasing competitive pressure, volatile markets, and growing demands for efficiency and quality are driving the need for profound transformation processes in industrial companies. Operational Excellence (OEx) has emerged as a strategic target model utilized to continuously improve processes, structures, and behaviours. The willingness of employees to embrace change plays a key role in the success of such transformations. However, in practice, even well-designed change initiatives often face resistance and a lack of willingness to change. Internal communication represents a crucial lever in this context. This study therefore examines the impact of perceived communication quality on employees’ specific readiness for change, in the context of Operational Excellence and explores group-specific differences in this regard. To answer these questions, a quantitative online survey was conducted among employees of the voestalpine Steel Division. The theoretical framework is based on key concepts such as readiness for change, resistance, communication, and Operational Excellence, which are systematically analysed and interconnected in the context of organisational transformation. A theory-based questionnaire was developed to assess the two main constructs: change readiness and communication quality. In addition, demographic variables such as age, organisational unit, and experience with Operational Excellence were included. The results reveal a significant and strong positive correlation between perceived communication quality and readiness for change towards Operational Excellence (r = 0.65, p < .001). A regression analysis showed that 37% of the variance in readiness for change can be explained by how communication is perceived – a considerable share in the context of social science research. All subdimensions of readiness, such as perceived necessity, personal benefit, and emotional attitude, also positively correlate with communication quality. Furthermore, significant group-specific differences were found – younger employees and those without previous experience with Operational Excellence rated communication significantly lower and reported lower levels of readiness to change. These findings highlight the importance of communication that is not only informative but also tailored to specific target groups. To increase acceptance and effectiveness of Operational Excellence initiatives, internal communication must be strategically aligned, needs-oriented, and actively foster engagement over the long term.

Date of Award	2025
Original language	German (Austria)
Supervisor	Christine Ebner (Supervisor)