The Moderating Effect of Organizational Culture on the Relationship between Communication Strategies and Organizational Change

Abstract

With the rapidly changing landscape of higher education, university campuses have become critical extensions of their parent institutions, particularly in China, as reflected in the emphasis on innovation and human capital development and the establishment of branch campuses in places such as Shandong. For these institutions, effective organizational change is key to achieving sustainable success and transformation. This study focuses on how organizational culture moderates the relationship between communication strategies and organizational change in a university branch in Shandong Province. By deeply investigating the dynamic relationship between these two factors, it aims to provide insights for institutional leaders and managers to develop comprehensive change management strategies. The core of the study was to understand respondents' perceptions of different communication strategies during organizational change and to analyze the far-reaching impact of these strategies on branch campuses. The researchers used qualification surveys and semi-structured interviews to explore the role of communication strategies in organizational change and employees' perceptions of these strategies.