Developing the causal effect of corporate organizational change strategy on work performance: The mediating role of organizational innovation

Aim: This study aims to examine the causal relationship between organizational change strategy and work performance, with particular attention to the mediating role of organizational innovation. Study design: This study employed a literature review grounded in organizational change theory, innovation theory, and performance theory to investigate the mechanisms linking organizational change strategy to performance outcomes. Methodology: Organizational change strategy can be conceptualized across five dimensions: technological change, structural change, behavioral change, retrenchment strategies, and strategic reorientation. Based on these constructs, three research hypotheses are proposed to evaluate the relationships among organizational change strategy, organizational innovation, and work performance. Conclusion: The results suggest that organizational change alone may not directly guarantee improved performance unless it is accompanied by embedded innovation mechanisms that foster innovative practices and employee alignment. This study contributes to the literature by clarifying the mechanism by which organizational change strategy enhances performance and by providing practical implications for managers seeking sustainable organizational transformation. Future studies are encouraged to employ empirical and longitudinal designs to strengthen causal inference and external validity.