**16. Conclusions**

Organizational readiness is a shared psychological state involving the organization members getting involved and expressing their commitment to implementing organizational changes. However, various factors are considered significant concerns towards the change readiness. Adoption of technology is regarded as a critical area towards increasing the effectiveness of organizational activities. Organizational culture involves employees' perceptions of the existing organization practices in open system values and human values and how it would closely associate with increased readiness levels, predicting the level of change in an organization. A positive organizational culture and a welcoming workforce attitude towards difference are likely to affect change readiness positively.

#### **17. Academic and Practical Recommendations**

From the conclusion, it is evident that organizational readiness can improve the coordination and synchronization among an organization's body to implement a change or process. This paper deals with the correlation between organizational readiness and the factors affecting it. However, there is a need to understand how these factors actually enhance organizational readiness from a psychological perspective. Further research can be done on the training that actually changes organizational readiness for the benefit of the organization. In the practical domain, there is a need for experiments on different ethnical samples to study how organizational readiness varies across different races, colours, and creeds.

**Author Contributions:** Conceptualization, K.A. & Y.A.A.: Methodology, Y.A.A. & K.A. Validation, Y.A.A. and M.A.D.: Formal anysis, Y.A.A.; Investigation, Y.A.A. and M.A.D.; Resources, Y.A.A.; Data tabulation, Y.A.A. and M.A.D.; Writing—draft preparation, Y.A.A.; Writing—review, K.A. All authors have read and agreed to the published version of the manuscript.

**Funding:** The authors received no financial support for this article's research, authorship, and/or publication.

**Data Availability Statement:** Not available.

**Acknowledgments:** The authors have not received any financial support from a university or any other institution/organization. The authors are grateful to the journal's anonymous reviewers for their extremely helpful suggestions to improve the quality of the manuscript. They thank the University of Malaysia Sarawak, UNIMAS/Malaysia for their support while conducting the research.

**Conflicts of Interest:** The authors declare no conflict of interest.

#### **References**

