Managing Business Model Change and Overcoming Change Resistance: A Case Study from Automotive Sector in Jordan

Abstract

The organizational development path of an automotive sector in the Hashemite Kingdom of Jordan is empirically investigated in this study. It centers on the strategic transition from importing salvaged gasoline automobiles in containers to selling new-energy Electric Vehicles (EV) using Roll-on Roll-off (RORO) transportation. The change came to respond to a shift in customer preferences in Jordan signifies towards increased adoption of environmentally sustainable transportation methods. A qualitative, semi-structured interview was conducted with the company owner to examine the management of change within the organization. Thematic analysis identified key drivers of change, obstacles, and the responses of leaders to these challenges. The investigation revealed that the demand for more financial resources, shifting consumer tastes, and advantageous partnerships with Chinese 4S companies—owing to their comprehensive sales, service, spare parts, and survey functionalities—were pivotal elements propelling transformation. The company addressed employee resistance to EV and RORO logistics through practical guidance, specialized training programs, and consistent communication with staff. This study indicates that active leadership and full employee engagement are essential for effective the change management in the workplace. The study provides practical guidance for companies in developing countries aiming to adopt greener practices by promoting local thinking, effective collaboration with stakeholders, and acclimatization to the local culture.