| Summary: | Economy growth is very dynamic, and companies use organizational transformation strategies for their resilience and sustainability in the era of globalization. The implementations of organizational transformation provide several internal changes. However, several published research showed a low success rate of less than 50% of the organizational transformation strategy. These failures are due to mismanagement actions in handling employee behavioral changes as the impact of the transformation strategy. This paper focused on behavioral changes in one of the mining companies in Indonesia during the recent organizational transformation. This research aimed to discuss and provide feedback to the company’s management. Therefore, the company can perform the best decision-making in achieving transformation strategy goals. A research model was developed based on the Theory of Planned Behaviour and validated in PLS-SEM (Partial Least Square – Structural Equation Model) to investigate change management implementation and define significant factors influencing employees’ positive behavior. The research found that employees’ intention factors significantly influenced the positive behavior of employees. Moreover, their attitudes and perceived control significantly influenced the employees’ intentions. However, the subjective norms did not significantly influence the employee’s intention. The Importance-Urgency Mapping was also applied to define the prioritization of management factors within the company.
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