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Resistance to organizational change: linking research and practice

Resistance to organizational change: linking research and practice Purpose – The purpose of this paper is to study recently published research to identify findings that provide research‐based guidance to organizational change agents and managers in addressing individual resistance to organizational change initiatives. Design/methodology/approach – The paper examines published research appearing in peer‐reviewed journals since 1998 that focus on exploring individual resistance to organizational change. Findings – Recent published research provides considerable practical guidance to organizational change agents and managers in understanding and dealing with resistance to change. Recent research examines the cognitive, affective, and behavioral dimensions of individual resistance and how it is influenced by: individual predispositions towards openness and resistance to change; individuals' considerations of threats and benefits of change; communication, understanding, participation, trust in management, management styles, and the nature of relationships with the change agents. Research limitations/implications – This paper is limited to research articles involving resistance to organizational change published in peer‐reviewed journals from 1998 to 2009. Also, the paper finds that reported research used primarily self‐report questionnaires to gather data, which are quantitatively analyzed. Such a lack of diversity of research methodologies provides a limited perspective of resistance to organizational change that might have been broadened by qualitative and practice‐based methods (e.g. case studies and action research). Practical implications – A framework is presented linking organizational change research findings to specific change practitioner recommendations. Limitations of recent research are also discussed. Originality/value – Most studies provide an examination of a limited number of variables influencing resistance to change, and are not necessary designed to provide practical guidance to change practitioners. This paper provides a comprehensive framework of constructs and variables specifically aimed at linking research‐based findings to guidance for change practitioners. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Resistance to organizational change: linking research and practice

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References (43)

Publisher
Emerald Publishing
Copyright
Copyright © 2010 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437731011010371
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to study recently published research to identify findings that provide research‐based guidance to organizational change agents and managers in addressing individual resistance to organizational change initiatives. Design/methodology/approach – The paper examines published research appearing in peer‐reviewed journals since 1998 that focus on exploring individual resistance to organizational change. Findings – Recent published research provides considerable practical guidance to organizational change agents and managers in understanding and dealing with resistance to change. Recent research examines the cognitive, affective, and behavioral dimensions of individual resistance and how it is influenced by: individual predispositions towards openness and resistance to change; individuals' considerations of threats and benefits of change; communication, understanding, participation, trust in management, management styles, and the nature of relationships with the change agents. Research limitations/implications – This paper is limited to research articles involving resistance to organizational change published in peer‐reviewed journals from 1998 to 2009. Also, the paper finds that reported research used primarily self‐report questionnaires to gather data, which are quantitatively analyzed. Such a lack of diversity of research methodologies provides a limited perspective of resistance to organizational change that might have been broadened by qualitative and practice‐based methods (e.g. case studies and action research). Practical implications – A framework is presented linking organizational change research findings to specific change practitioner recommendations. Limitations of recent research are also discussed. Originality/value – Most studies provide an examination of a limited number of variables influencing resistance to change, and are not necessary designed to provide practical guidance to change practitioners. This paper provides a comprehensive framework of constructs and variables specifically aimed at linking research‐based findings to guidance for change practitioners.

Journal

Leadership & Organization Development Journal – Emerald Publishing

Published: Feb 6, 2010

Keywords: Organizational change; Change management

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