AND EMPLOYEES ’ TRUST IN THEIR MANAGERS

This study was conducted in a third world economy to find the role of organizational cultural traits of involvement and adaptability on employees ’ readiness for change and consequently successful implementation of change at the organizational unit level. Employees ’ trust in their managers was considered as the moderating variable. The study was conducted in a large public sector organization and a banking company that remained in the public sector for more than three decades. The overall results revealed similar patterns of outcomes in terms of readiness for change, trust effect, and change outcome. Although the relationship between the cultural traits of involvement and adaptability and the success of change was not supported for lack of adequate outcome performance measures, these traits were significantly responsible for creating readiness for change in employees. Also, against the expectations, the positive relationship between adaptability culture and readiness was stronger when trust in managers was low rathe