The Influence of Organizational Climate, Change Process, and Change Openness on Readiness for Change at PT IAS Support Indonesia

Ardianta Kamis, Maret 12, 2026
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FORMOSA NEWS

Individual Mindset Over Strategy: The Real Secret to Successful Corporate Mergers

TANGERANG – The ultimate success of massive corporate transformations, such as company mergers, depends far more on individual employee mindsets than on rigid strategic planning. A new study conducted by Najla Safa Kamila and Amanda Setiorini from Universitas Multimedia Nusantara (UMN) reveals that personal "openness to change" is the single most dominant factor in determining whether employees are ready for a new organizational chapter.

Published in 2026 in the International Journal of Contemporary Sciences (IJCS), the research focused on PT IAS Support Indonesia, a company born from a major merger of several subsidiaries of state-owned enterprise PT Angkasa Pura II. The findings offer a critical wake-up call for business leaders: while technical processes are necessary, top-down implementation can actually trigger employee resistance if it lacks emotional and relational engagement.

The Human Paradox in Business Synergy

Organizational change is an inescapable reality in today’s dynamic business world, particularly when companies merge to optimize resources and create synergy. However, these high-stakes shifts often lead to deep uncertainty among the workforce, fueling concerns about job security, salary adjustments, and forced relocations.

PT IAS Support Indonesia served as an ideal case study for this phenomenon. Formed in 2024 through the merger of PT Angkasa Pura Propertindo, PT Angkasa Pura Solusi Integra, and PT Angkasa Pura Sarana Digital, the company aimed to stabilize airport support operations across Indonesia. Yet, the researchers from Universitas Multimedia Nusantara found that the "human side" of this transformation was far more complex than the financial or structural components.

How the Research Was Conducted

To measure what truly drives employee readiness, Najla Safa Kamila and Amanda Setiorini employed a quantitative causal research design. They distributed structured questionnaires to 300 employees affected by the merger, ranging from those at headquarters to operational staff in various branch offices.

The study analyzed three specific drivers:

  • Organizational Climate: Employees' shared perceptions of trust, fairness, and management policies.
  • Change Process: The technical and structured steps taken to implement the merger.
  • Openness to Change: The personal willingness of individuals to embrace new ideas and environments.

Using multiple linear regression analysis, the team discovered that these three factors together explain 67% of why employees either embrace or resist corporate change.

Key Findings: A Surprising Twist in Strategy

The data provided a mix of expected and highly unexpected results for modern HR managers:

  • Mindset is Everything: Openness to change $(X_3)$ was the strongest predictor of success $(\beta = 0.720)$. Employees who were naturally curious, flexible, and viewed the merger as an opportunity rather than a threat were significantly more prepared for the transition.
  • Trust Builds a Buffer: A positive organizational climate $(X_1)$ significantly increases readiness. When management is perceived as fair and inclusive, employees feel a sense of "psychological safety" that reduces the fear of disruption.
  • The "Top-Down" Danger: In a surprising find, the technical change process $(X_2)$ actually had a negative effect on readiness $(\beta = -0.071)$. This suggests that if a merger feels rushed, overly bureaucratic, or lacks clear communication, employees may feel frustrated and disengaged, even if the strategic plan is sound on paper.

"Technical change planning alone is insufficient if not matched by emotional and relational engagement with those affected," noted Najla Safa Kamila and Amanda Setiorini in their analysis.

Implications for the Future of Work

This research has significant implications for both state-owned enterprises and private businesses. It suggests that companies undergoing transformation should shift their investment from purely technical consulting toward psychological capital.

To ensure a smooth transition, the Universitas Multimedia Nusantara researchers recommend that organizations:

  1. Prioritize Transparent Communication: Clear, two-way dialogue reduces ambiguity and builds the trust necessary for a positive organizational climate.
  2. Foster a Culture of Learning: Instead of just teaching new tasks, companies should encourage adaptability and personal growth to increase individual openness.
  3. Humanize the Process: Leaders must move away from "top-down" mandates and instead involve employees in decision-making to prevent the negative effects of a rigid change process.

By focusing on the internal mindset of the employee, businesses can transform a potentially disruptive merger into a period of shared growth and long-term stability.

Author Profiles

Najla Safa Kamila is a researcher from the Management Study Program at Universitas Multimedia Nusantara (UMN). Her expertise lies in organizational behavior and human resource management, with a specific focus on psychological drivers of employee performance during corporate transitions.

Amanda Setiorini is a lecturer and researcher at Universitas Multimedia Nusantara (UMN) specializing in strategic management. She is dedicated to bridging the gap between academic theory and practical industrial application in the context of Indonesian corporate development.

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