Journal article
Resistance to organizational change: the role of cognitive and affective processes
Leadership and Organization Development Journal, Vol.22(8), pp.372-382
2001
Abstract
Most previous studies of organizational change and resistance take an organizational perspective as opposed to an individual perspective. This paper investigates the relationship between irrational ideas, emotion and resistance to change. Nine organizations implementing major change were surveyed providing data from 615 respondents. The analysis showed that irrational ideas are positively correlated with behavioural intentions to resist change. Irrational ideas and emotion together explain 44 percent of the variance in intentions to resist. Also outlines an intervention strategy to guide management in developing a method for approaching resistance when implementing major change.
Details
- Title
- Resistance to organizational change: the role of cognitive and affective processes
- Authors
- Wayne Bovey (Author) - University of the Sunshine Coast - Faculty of BusinessAndrew Hede (Author) - University of the Sunshine Coast - Faculty of Business
- Publication details
- Leadership and Organization Development Journal, Vol.22(8), pp.372-382
- Publisher
- Emerald Group Publishing Ltd.
- Date published
- 2001
- DOI
- 10.1108/01437730110410099
- ISSN
- 0143-7739
- Organisation Unit
- University of the Sunshine Coast, Queensland; USC Business School - Legacy
- Language
- English
- Record Identifier
- 99449982302621
- Output Type
- Journal article
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