Abstract
<title>Abstract</title> <p>Purpose This study examines the role of organisational change management in facilitating sustainable energy transition and carbon dioxide reduction within the Nigerian National Petroleum Company Limited (NNPCL). It evaluates how integrated change management frameworks can enhance organisational readiness for decarbonisation in a resource-dependent National Oil Company. Design/Methodology/Approach: A convergent mixed-methods case study was employed. Quantitative data were collected through a structured survey of 200 employees across strategic and operational functions, while qualitative data were obtained from senior personnel through focus group discussions. Survey data were analysed using descriptive statistics, and qualitative data were examined using thematic analysis to triangulate findings. Findings: The results indicate high organisational awareness of the energy transition and strong leadership commitment. However, implementation remains constrained by inadequate technical capability, limited financial readiness, organisational inertia, workforce skill gaps, and weak reinforcement mechanisms. Although the Petroleum Industry Act (2021) has strengthened institutional support for transition, sustainability initiatives have yet to be fully embedded in organisational practices. Originality/Value: This study contributes empirical evidence from an African National Oil Company by demonstrating that successful energy transition depends not only on technological and policy reforms but also on effective organisational change. It proposes an integrated change management framework that aligns leadership, organisational culture, workforce capability, and governance to support sustainable decarbonisation in resource-dependent economies.</p>