This study positions perceived organizational culture's (OC) as an important internal contextual factor that influences employee reactions to change. Drawing on the theory of planned behavior (TPB) and organization theory research, we analyze the mechanisms through which employee perceptions of OC generate its effect on employee responses to organizational change. Data from a field study of 171 employees in Kurdistan Region of Iraq's public school teachers showed that employee perceptions of developmental culture were positively and directly related to their change-supportive intentions (CSIs) and, as suggested by the TPB, its effects are simultaneously mediated by change-related attitude (CRA), subjective norm and perceived behavioral control. However, our findings demonstrated that hierarchical culture was only indirectly related to employee CSIs; this relationship was mediated only by CRA and subjective norm. This study is important because it broadens the remit of OC's role as change agent and provides valuable insight into how OC influences employee responses to change efforts in public organizations.

本研究将感知到的组织文化 (OC) 定位为影响员工对变革反应的重要内部背景因素。借鉴计划行为理论 (TPB) 和组织理论研究，我们分析了员工对 OC 的感知对员工对组织变革的反应产生影响的机制。来自伊拉克库尔德斯坦地区公立学校教师的 171 名员工的实地研究数据表明，员工对发展文化的看法与他们的变革支持意图 (CSI) 正相关且直接相关，并且正如 TPB 所建议的那样，其影响同时被调解通过与变化相关的态度 (CRA)、主观规范和感知行为控制。然而，我们的研究结果表明，等级文化仅与员工 CSI 间接相关；这种关系仅由 CRA 和主观规范调节。这项研究很重要，因为它扩大了 OC 作为变革推动者的作用范围，并提供了关于 OC 如何影响员工对公共组织变革努力的反应的宝贵见解。