The Application of Nudge Theory in Ensuring Change Acceptance in the Hospitality-Gaming Industry – A Case Analysis from Macau SAR, China

As the rate of change increases exponentially, organizations must adapt quickly to the business landscape's volatility, uncertainty, complexity, and ambiguity (VUCA). As a result, organizations must implement agile strategies and practices to ensure their responsiveness and readiness to any changes brought about by internal or external factors. With a greater number of changes, change agents are tasked with implementing various change management methodologies to ensure that change recipients accept change initiatives. This research will look at one of the methodologies used by change agents, the use of nudges from Thaler and Sunstein's Nudge Theory, which is a subtle intervention to influence an individual's decision-making with the goal of steering them towards a specific desired outcome and analyze their effectiveness towards the change recipients when implemented. Change agents were interviewed on the application of Nudge Theory to change recipients when managing to change initiatives within their respective organizations. The results indicate that the use of nudges created by the change agents can significantly impact the level of resistance from the change recipients. If used correctly, the Nudge Theory can mitigate change resistance, and the success of a change initiative is higher. But, if change recipients are forced to comply, their resistance will be greater, affecting the organization overall.