Asres Abitie Kebede (PhD)Rahel Temesgen Lefebo2025-05-082025-05-082025-01-29https://etd.aau.edu.et/handle/123456789/5414The purpose of the research was to investigate the effect of strategic change management practice on bank performance as well as policy change, strategic leadership, corporate culture, central bank compliance, digital transformation and their effect on the bank performance by focusing on cooperative bank of Oromia, particularly in head office, central Addis Ababa district and branches under central district. By taking the research objectives and questions into considerations, quantitative research approach, and descriptive and explanatory research design were used. The study was delimited to proportionate stratified and purposive sampling techniques. Quantitative data was collected using a structured questionnaire which was adopted and distributed to a sample of 301 targeted population of different departments in head office & managers of central Addis Ababa district office and branches under central district of coop bank. Diagnostic tests confirmed that the regression model met essential assumptions. The quantitative data was analyzed by using descriptive and inferential analysis. The findings reveal a significant overall F-value of 78.196 (p < 0.05), indicating that these independent variables are strong predictors of bank performance. Pearson correlation coefficients between 0.588 and 0.704 were identified, all statistically significant at the 0.01 level. While all independent variables, except for policy change, significantly affected bank performance (p < 0.05). The adjusted R-squared value of 0.635 suggests that approximately 63% of the variance in bank performance is explained by the independent variables. In conclusion, the findings highlight the crucial role of strategic change management practices in enhancing the performance of the Cooperative Bank of Oromia.enThesis