Bar-IIan llniversity DOV ELIZUR Depcirtment of Psychology, Bar-Nan University, 521 00 Ramut Gan, Israel and The Israel Instiritre o f Applied Socid Research and CHARLES W. GREENBAUM The tfehrew University of Jerir.sulern INTRODUCTION Resistance to attitude and behaviour change in organizational settings has been a consistent challenge for applied social psychology, especially since the study by Coch and French (1948) demonstrated the possible effectiveness of worker participation in decision-making. However, there is a lack of experimental studies which preserve features of the organization while studying change. Examination of previous research suggests that two variables, job experience and persuasion strategy, may be of critical importance in determining acceptance or rejection of the change. The present study reports on the experimental effects of these variables in a simulated organization. Job experience is a critical compounding variable in determining the acceptance or rejection of change (cf. Cummings 1982 review). One possible measure of experience, time on the job, has been shown to affect: commitment to organization (Pfeffer and Lawler, 1980), the strength of individual desires in organizations (Alderfer and Guzzo, 1979), and job satisfaction (Katz, 1978). Time on the job, however, does not provide information about the actual experience with a
Journal of Organizational Behavior – Wiley
Published: Apr 1, 1985
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