Resistance to Change, Self-Efficacy, and Organizational Agility in Civil Aviation

Abstract

In the aviation industry, organizational agility is vital due to the sector's dynamic structure and strict safety requirements. This study investigates the effect of resistance to change on organizational agility, with self-efficacy examined as a mediating variable. The research sample comprises 435 civil aviation employees from various positions (operational staff, management, technical crew, etc.). Data were collected through validated measurement tools, including the "Resistance to Change Scale," "Organizational Agility Scale," and "Self-Efficacy Scale." Statistical analyses were conducted using SPSS 30.0 and AMOS 24.0. Confirmatory factor analyses confirmed the reliability and validity of the scales. Structural equation modeling (SEM) was applied to test the hypothesized relationships. The results revealed that resistance to change has a significant direct and indirect impact on organizational agility. Specifically, self-efficacy partially mediates the relationship between the cognitive, emotional, and behavioral dimensions of resistance to change and organizational agility. Bootstrap analysis confirmed the significance of four out of nine mediation pathways. The findings highlight that enhancing employees' self-efficacy can mitigate the negative effects of resistance to change and improve organizational agility. This has practical implications for HR professionals and aviation leaders aiming to foster agile, resilient organizations in high-risk environments.