Organizational Revitalization in the Management of Change: A Comparative Study in Malaysian Public and Private Financial Institutions
Azahari Jamaludin, Fais Ahmad

Abstract
This study investigates revitalization as a concept in the literature on organizational change. Most traditional concepts of change focus on a temporary transition from current conditions to new conditions and paused. In reality, change will never be over thus, revitalization regards change as a continuous process of renewing the capacity of an organization to adapt to its internal and external pressure. An existing scale was used to operationalize the four components of the proposed change management model. Data was collected through mail surveys of respondents in a public and a private financial institution in Malaysia. Regression analysis was then utilized to assess the relationship between the model components and revitalization. The results of the study disclosed that for both organizations, the model components positively correlated with revitalization and were statistically significant; thus, the outcomes of the study agree that revitalization is a viable concept for future research.

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