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Relevant bibliographies by topics / Resistance and change management

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Journal articles

Academic literature on the topic 'Resistance and change management'

Author: Grafiati

Published: 4 June 2021

Last updated: 3 February 2022

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Journal articles on the topic "Resistance and change management"

1

BEŞLIU, Dan-Călin. "INSTITUTIONAL MANAGEMENT OF CHANGE. RESISTANCE OF THE EMPLOYEES AGAINST ORGANIZATIONAL TRANSFORMATIONS." SCIENTIFIC RESEARCH AND EDUCATION IN THE AIR FORCE 20 (June 18, 2018): 351–58. http://dx.doi.org/10.19062/2247-3173.2018.20.46.

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2

J, Subramanian. "Change Management." Ushus - Journal of Business Management 2, no. 2 (2003): 67–73. http://dx.doi.org/10.12725/ujbm.3.7.

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Change is dynamic and positive in nature. Change pre-supposes stability and growth. Identifying and implementing right changes at the right time is the challenging task of modern management. Any change emulates resistance due to inherent inertia and fear. Change agents' job is to eliminate the fear and instill confidence to successfully implant the change. Change management is the art of blending the diverse responses with the discrete organizational goals in an ever-changing business environment. Change management is never a one shot replacement but a sequenced stage by stage progress towards elimination of resistance in favor of the change objective.

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3

TUNÇER, Polat. "CHANGE RESISTANCE IN THE PROCESS OF CHANGE MANAGEMENT." Ondokuz Mayis Univ. Egitim Fakultesi Volume 32, Volume 32 Issue 1 (2013): 373–406. http://dx.doi.org/10.7822/egt157.

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4

J. Adriaenssen, Daniel, and Jon-Arild Johannessen. "Prospect theory as an explanation for resistance to organizational change: some management implications." Problems and Perspectives in Management 14, no. 2 (2016): 84–92. http://dx.doi.org/10.21511/ppm.14(2).2016.09.

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The problem in organizational change projects is that people often resist organizational change. Many change projects in organizations do not reach their goals. The question is why? This paper investigates how prospect theory can be used to explain people’s resistance to organizational change. Prospect theory is based on research from Kahneman and Tversky. If we know why people resist organizational change, we as leaders can do something to promote the change project. The objective of this article is to advise managers and leaders on ways of reducing resistance to organizational change. The authors identify seven propositions that explain how managerial strategies reduce organizational change. They recommend seven measures that may be employed by management to obtain support for projects implementing organizational change

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5

Farmer, Michele. "Project Management – Overcoming Resistance to Change." Proceedings of the Water Environment Federation 2010, no. 18 (2010): 374–82. http://dx.doi.org/10.2175/193864710798130427.

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6

Kuzhda, Tetiana. "Diagnosing resistance to change in the change management process." Economics, Management and Sustainability 1, no. 1 (2016): 49–59. http://dx.doi.org/10.14254/jems.2016.1-1.5.

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Kuzhda, Tetiana. "Diagnosing resistance to change in the change management process." Economics, Management and Sustainability 1, no. 1 (2016): 49–59. http://dx.doi.org/10.14254/jems.2017.1-1.5.

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8

Waddell, Dianne, and Amrik S. Sohal. "Resistance: a constructive tool for change management." Management Decision 36, no. 8 (1998): 543–48. http://dx.doi.org/10.1108/00251749810232628.

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9

Mok, Dennis, and Tyronne S. Pitsis. "Countermeasure to change resistance in." Microbiology Australia 32, no. 2 (2011): 108. http://dx.doi.org/10.1071/ma11108.

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Success in management depends largely on the manager?s strategic leadership ability, self-discipline, reflexivity, and quality of management training received. Recently, strategic management skills have become a major concern in project management; it has been identified that almost 90% of projects fail to deliver value. This shortfall was further highlighted by a recent survey commissioned by IBM Global Business Services involving over 1,500 change practitioners. This study assessed strategies of business, operations, organisational change and technology in order to examine how organisations can manage change and identified strategies for improving project outcomes. It concluded that 44% of all projects surveyed failed to meet either time, budget or quality objectives, while 15% either stop or fail to meet all objectives. These results strongly correlate with two other similar surveys by McKinsey and Company, and Bain and Company.

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10

Matos Marques Simoes, Paula, and Mark Esposito. "Improving change management: how communication nature influences resistance to change." Journal of Management Development 33, no. 4 (2014): 324–41. http://dx.doi.org/10.1108/jmd-05-2012-0058.

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Purpose – Little has been studied yet in terms of how communication nature influences change process. The purpose of this paper is to explore a case study that takes part in a broader research project, aimed to contribute in this direction. Design/methodology/approach – Mix methodology has been applied to the findings, to characterize resistance to change and communication nature within one organization under a radical change process. Findings – One main theoretical contribution is an instrumental grid to characterize dialogic communication nature. Originality/value – Findings of the case study originally indicate that resistance to change reduces under dialogic communication and by revealing how communication dimensions perform in time, practitioners may enhance guidelines to effective change communication management.

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