This research was carried out to uncover the relationship between change management practices and the

sustainability of ICT Innovation Hubs in Uyo Metropolis, Akwa Ibom State, Nigeria. Executive support and

change communication were the dimensions of change management practices used in this study. The survey

research design was adopted for this study. The population was made up of personnel drawn from 10 identified

ICT Innovation Hubs operating within Uyo Metropolis, Akwa Ibom State making a total of 203 personnel.

Census sampling technique was adopted. 203 copies of the questionnaire were distributed to the respondents

while 200 copies were returned and used as the basis of analysis. The data collected for this study was analyzed

using the Pearson Product-Moment Correlation Coefficient (PPMC) at 0.05 level of significance using the

Statistical Package for Social Sciences (SPSS) version 23. The findings of the study revealed that executive

financial sustainability, economic sustainability, environmental sustainability, ICT Innovation Hubs

Organizations are constantly confronted with waves of disruption. Globalization, digital transformation,

regulatory changes, shifting consumer preferences, and rising social expectations are reshaping how businesses

operate. For organizations to remain competitive and future-ready, they must learn to adapt quickly while

embedding sustainability into their core strategies (McKenzie, 2022). Also organizations must be guided by

ethical standard which emphasizes on treating stakeholders with diginity(Uwa, Akpaetor & Johnson). This has

made the relationship between change management practices and organizational sustainability a central focus in

management research and practice, particularly for ICT Innovation Hubs in emerging economies such as Nigeria,

and especially in Uyo, Akwa Ibom State.

competitive and ensure long-term viability, ICT firms must effectively implement change management practices

that promote sustainability. However, many organizations encounter significant challenges in this endeavour,

leading to operational inefficiencies, employee resistance, and suboptimal sustainability outcomes.

One major challenge is the lack of structured change management frameworks that align organizational

transformation with sustainability goals. Many ICT firms implement change initiatives without clear strategies,

leading to resistance, confusion, and failure to achieve intended outcomes (Burnes, 2019). Another critical issue

is employee resistance to change, which often arises due to fear of job displacement, inadequate communication,

and lack of participation in decision-making. Resistance can slow down or completely derail change initiatives,

affecting organizational efficiency and innovation (Armenakis & Harris, 2019).

Furthermore, the role of leadership in change management is often underestimated. Some ICT firms lack leaders

integration - and the sustainability in ICT firms.

The major objective of this study was to examine the relationship between change management practices and

the sustainability of ICT innovation hubs in Uyo metropolis, Akwa Ibom State. However, the specific objectives

were to:

i. examine the relationship between executive support and the sustainability of ICT innovation hubs in Uyo

metropolis, Akwa Ibom State;

ii. investigate the relationship between change communication and the sustainability of ICT innovation hubs

in Uyo metropolis, Akwa Ibom State;

innovation hubs in Uyo metropolis, Akwa Ibom State.

Change is an unavoidable part of organizational life, especially in dynamic environments such as ICT innovation

hubs where technology, customer preferences, and competitive forces evolve rapidly. Organizations that fail to

adapt often face stagnation, reduced competitiveness, or even collapse. Change has therefore become a central

theme in management research, highlighting the need for effective approaches to handle transitions smoothly

and sustainably. According to Lewis (2019) change refers to any intentional modification in an organization’s

structure, processes, or operations to respond to internal ambitions or external pressures. Todnem (2020) defines

change management as a structured process of guiding individuals and organizations through transitions to

Carl (2022) argue that change management provides the necessary framework for sustaining organizational

performance during periods of transformation by aligning strategies, structures, and people. Cheruto (2024)

defined change management as the set of activities that enable employees to participate in change effortlessly

while simultaneously reducing the shock and resistance associated with the process. Employees also look

forward to fair treatment within the organization (Johnson, Emerole and Okebaram, 2024). To minimize

resistance to change, organization have to handle the processes of change management with fairness without

of adoption (Pacolli et al., 2022). In contrast, organizations that embrace these practices are more agile, resilient,

and better able to harness opportunities presented by change.

Change management practices encompass a broad range of activities - from executive support, communication,

and resistance management to training and technology integration - that collectively enhance organizational

adaptability and sustainability.

Executive support has been defined as the visible and sustained involvement of top leaders in driving

organizational change, providing direction, legitimacy, and resources to facilitate successful implementation.

According to Ferede (2024), executive support refers to the strategic role played by senior leaders in endorsing

change, allocating resources, and aligning initiatives with organizational goals. Similarly, Walk (2023) defined

significantly (Heliyon, 2024).

As a critical dimension of change management practices, executive support ensures that change initiatives gain

legitimacy and are sustained across different organizational levels. Ridder et al. (2022) emphasize that

transformational leadership behaviours from executives, including role modeling and inspiring employees, help

reduce resistance and build trust during change. Similarly, findings by Akpaetor and Madubuike (2022) indicate

that senior management ought to consistently provide support to employees during periods of strategic change

by ensuring they are equipped with the essential resources needed to effectively adapt to such changes. In rapidly

evolving environments such as ICT innovation hubs, where multiple and complex changes often occur

simultaneously, executive support becomes indispensable in prioritizing initiatives, managing risks, and

facilitating technology integration. This combination of strategic guidance, resource provision, and visible

element of successful change management because it ensures that employees are informed, engaged, and aligned

throughout organizational transformation. Johansson and Heide (2019) defined change communication as the

planned dissemination of information that creates shared understanding of the purpose, process, and expected

outcomes of change within an organization. Similarly, Kitchen and Daly (2022) described it as a strategic process

of exchanging information between leaders and stakeholders to reduce uncertainty, foster trust, and motivate

employees to adopt new practices. These definitions highlight that change communication goes beyond the

transmission of information - it is about creating meaning, building trust, and promoting employee ownership of

the gap between leadership intentions and employee perceptions, thereby laying the foundation for smooth

transitions (Johansson & Heide, 2019; Kitchen & Daly, 2022).

unexpected circumstances while still remaining dedicated to his/her job despite the change (Eketu, Edeh,

Alamina, Fern, Kumari and Johnson, 2020). Clampitt, DeKoch, and Cashman (2020) emphasize that poorly

managed communication often results in confusion, rumors, and disengagement, whereas transparent and

consistent communication builds confidence in the change process. Kotter (2021) further argues that leaders who

communicate a compelling vision and progress updates sustain momentum and strengthen alignment with

organizational goals. Moreover, Schein (2020) highlights the importance of empowering middle managers with

accurate information, as they act as intermediaries who translate strategic messages into actionable guidance for

frontline staff. Recent studies also indicate that multi-channel approaches - combining face-to-face meetings,

digital platforms, and feedback mechanisms - enhance inclusivity and ensure messages resonate with diverse

of organizational sustainability extends beyond the traditional focus on profit and shareholder value to

encompass a broader range of economic, social, and environmental considerations. Organizational sustainability

refers to the capacity of an organization to achieve long-term success by harmonizing economic objectives with

social and environmental responsibilities. According to Rahman, et al. (2022), it entails an organization’s ability

to regulate its activities in a manner that safeguards financial strength while reducing ecological and social risks.

Florez-Jimenez, et al. (2024) further conceptualized it as the integration of profitability, social justice, and

environmental care, noting that competitiveness over time requires attention to all three aspects simultaneously.

Organizational sustainability helps businesses identify and manage risks related to social, environmental, and

economic factors (Fletcher, 2020). By adopting sustainable practices, organizations can reduce their exposure to

regulatory risks, environmental liabilities, and reputational damage. For example, companies that invest in

regulations and avoid potential fines and penalties (Ala, et al., 2024). Also, sustainability enhances an

for sustainability can attract customers, investors, and talent, contributing to long-term success.

Organizational sustainability is a multidimensional concept that encompasses economic, social, and

environmental considerations. It involves balancing the need for financial performance with the responsibility

to contribute positively to society and the environment. Achieving sustainability requires organizations to adopt

practices that promote economic stability, social equity, and environmental stewardship (Ala, et al., 2024) . The

importance of organizational sustainability is underscored by its role in risk management, reputation

enhancement, competitive advantage, and long-term viability. As businesses continue to face complex challenges

achieving long-term success.

financial management, efficient resource allocation, and the creation of value for shareholders and other

stakeholders. To achieve economic sustainability, organizations must adopt practices that enhance their financial

performance and competitiveness. This includes investing in research and development, optimizing operational

Social sustainability refers to the impact of an organization on society and its stakeholders, including employees,

customers, suppliers, communities, and society at large (McKenzie, 2022). It involves promoting social equity,

management is to minimize disruption, ensure a smooth transition, and maximize the benefits of change

initiatives (Hiatt & Creasey, 2022). When effectively implemented, change management practices can

significantly contribute to organizational sustainability, ensuring that businesses remain resilient, competitive,

and capable of long-term success. Change management is crucial for organizational sustainability because it

helps organizations adapt to internal and external changes, ensuring that they remain relevant and competitive

(Carl, 2022). Effective change management enables organizations to respond to market trends, technological

and success.