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Employee readiness for change is essential for long-term organizational success. However, organizations often struggle to generate employee support for change as they fail to mitigate associated uncertainties. Studies exploring possible antecedents of employee readiness for change primarily focus on internal organizational practices, while external practices have been overlooked in the discussion. Drawing from uncertainty reduction theory, we examine how external organizational practices in terms of external CSR positively affect readiness for change.

In a survey of 377 employees from 29 German companies, we test the hypothesized chain of effects between external CSR, perceived organizational support, perceived uncertainty, and readiness for change by using structural equation modeling.

Results from structural equation modeling demonstrate a positive relationship between external CSR and readiness for change, which is sequentially mediated by perceptions of organizational support and uncertainty.

By highlighting the role of external organizational practices in promoting change readiness, the paper offers new insights into the mechanisms of effective change management.

This study quantitatively investigates the impacts of digital and learning orientations on supply chain resilience (SCR) and firm performance (FP), aiming to fill the gaps in understanding their specific impacts in the context of Industry 4.0 developments and supply chain disruptions.

This study utilized survey techniques and structural equation modelling (SEM) to gather and analyse data through a questionnaire based on a seven-point Likert scale. Hypotheses were formulated based on an extensive literature review and tested using Amos software.

The study confirms SCR’s significant impact on FP, aligning with existing research on resilience’s role in organizational competitiveness. This study uncovers the nuanced impacts of digital and learning orientations on SCR and FP. Internal digital orientation (DOI) positively impacts SCR, while external digital orientation (DOE) does not. Specific dimensions of learning orientation – shared vision (LOS), open-mindedness (LOO) and intraorganizational knowledge sharing (LOI) – enhance SCR, while commitment to learning (LOC) does not. SCR mediates the relationship between DOI and FP but not between DOE and FP.

This research focuses on digital and learning orientations, recommending that future studies investigate other strategic orientations and examine the specific contributions of various digital technologies to SCR across diverse contexts.

The empirical findings emphasize the significance of developing internal digital capabilities and specific learning orientations to enhance SCR and FP, aligning these initiatives with resilience strategies.

This study advances knowledge by distinguishing the impacts of internal and external digital orientations and specific learning dimensions on SCR and FP, offering nuanced insights and empirical validation.