Dissertations / Theses: 'Resistance and change management'

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Fassauer, Gabriele. "Messages on "Resistance to change" in German change management approaches." Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2015. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-170116.

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"Resistance to change" is one of the most important topics of change management in organizations. The paper investigates the analytical framing of „resistance“ and the „resistant employee“ in established German literature on change management. The analysis reveals three main messages referring the characteristics of resistance and the resistant change recipient. These are 1) that resistance is a „natural“, nearly inevitable phenomenon in organizational change processes, 2) that every behavior of employees in change processes is potentially resistant and thus often „false faced“, and 3) that resistance often is based on „irrational" and "emotional” motives. From a critical standpoint, this appears as a rather problematic understanding of (employee) agency and resistance. The result once more point to the overdue reconceptualization of "resistance to change" within the change management discipline and raise general questions referring to the high popularity of the analyzed segment of literature.

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Erkal, Hakan, and Sinan Kebapci. "Resistance to Change : A Constructive Approach for Managing Resistant Behaviors." Thesis, University of Kalmar, Baltic Business School, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-1813.

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This study aims to understand, describe, and analyze the factors that lead employees resist organizational change efforts. More specifically, by locating various types of roots and symptoms of resistance, we have developed a framework which managers or individuals, who plan to initiate a change program, can use to manage resistance and to benefit, if exist, from the constructive value of resistant behaviors of employees. Findings are drawn from the reinterpretation of two case studies which were conducted on the area. While the first one involves introduction of activity-based costing system in a Portuguese telecommunications company, second one analyzes implementation of a new management program, called BATON, in a university funded research organization. By relying on these case studies, existing models and concepts related to resistance were tested, reinterpreted and an alternative framework to manage resistance is developed. As a result of the study, it is found that despite the amount of theoretical concepts and tools, there is still an important deficiency in terms of resistance management, and managers usually tend to employ pre-set methods to overcome resistance in change management. Findings of the thesis provide those who plan to start and implement change programs with a comprehensive framework to locate, understand and analyze resistance and to take appropriate managerial actions in organizational change efforts.

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Tabanan, Ingholt Leonnie, and Mirza Rasidovic. "CHANGE MANAGEMENT : Power & Resistance: Definition, Effect & Solutions." Thesis, Växjö University, School of Management and Economics, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:vxu:diva-2293.

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Nature of work: Master Dissertation, 15 hp

Course name and code: Management in Dynamic Organizations, FE 3074

Number of pages: 97 pages

Title: CHANGE MANAGEMENT

- A research at IKEA of Sweden (IoS)-

Power & Resistance: Definition, Effect & Solutions

Authors:

Leonnie Tabanan Ingholt E-mail: linev04@student.vxu.se

Mirza Rasidovic E-mail: mraep04@student.vxu.se

Course tutor, coordinator and Examiner:

Dr. H. Richard Nakamura, Växjö University, Sweden

Co-Examiner: Dr. Mikael Holmgren Caicedo, Växjö University, Sweden

Date: June 05, 2008

Method:

This research is actualized by using the deductive approach. Our

research method is quantitative and qualitative where a survey and

six interviews were done to collect the empirical data as well as

personal research through secondary sources. Thus, the types of

data used are primary and secondary. Our data sources are

documentations, archival records and interviews.

Empirical data:

Our empirical data was gathered in IKEA of Sweden (IoS) which

is one of the companies under the IKEA conglomerate. This office

is located in Älmhult Sweden.

Analysis and Conclusion:

Organizations of today do operate in a dynamic era where

strategies should be flexible to the changing times, so with their

implementers! If IoS should continue to be a part of the successful

actors in this arena, good leadership qualities should be secured.

Exertion of position-power should be meticulously applied with

good communication of the change visions as one of the primary

focus in order to abate if not eliminate possible blockages such as

resistance, thus, making use of power to their advantages instead

of the opposite! For other change agents, a careful consideration of

the surrounding aspects of change management within their

contexts should be done in order to arrive at effective strategies

that are not only planned but also actualized.

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Abdul, Khalid Siti Nabiha. "An institutionalist study of resistance to management accounting change." Thesis, University of Manchester, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.488393.

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This is a case study of a company on which a new system of key performance indicators was imposed by its parent company. The members of the organisation did not formally and overtly oppose the new system. However, the way they implemented the new system was in line with their existing ways of doing things. Therefore, the focus of this research is to understand and explain why there is resistance to management accounting change and how this resistance is manifested. This study aims to provide a processual view of the resistance to change, that is to trace the historical and contingent characteristics that gave rise to such resistance. An interpretive case study approach is used in this research in which theory and case observations were essential in interpreting the research findings. Burns and Scapens's (1998,1999) institutionalist framework of management accounting change is utilised in order to answer the research questions and provides explanation of the case. Burns and Scapens argue that change is a complex process and it is inherently path dependent. They also argue that change that is consistent with the existing routines and institutions can be easier to implement than change which challenges existing institutions. Hence, resistance to change could be the result of the conflict between the values underlying the new system and the existing institutions in the organisations. The new KPIs system that was imposed on the company challenged its existing institutions. The new system required an economic mindset. In addition, in the new system, the employees' performance was made more transparent. The existing institutions in the company were characterised by a dominant production orientation, in part due to its absolute monopolistic position and the specific nature of its revenues and also the lack of use of financial targets. The budget is an institutionalised routine in the organisation, but used in a ceremonial manner. The managers used budgets mostly as a means to obtain resources. The accountants in the company had a traditional role and did not play an active part in assisting the other managers in their day to day decisions. The task of implementing the new system fell upon the accountants, but, the formulation of KPIs was by specific managers. However, what happened was that the organisational members subverted the change in line with what was acceptable to them. As such, the revolutionary change that was imposed on the company has followed an evolutionary path dependent process. There were new activities associated with the new KPIs system, however, the values underpinning those activities remained the same, and consequently, the ways in which the new system was used were in line with the existing institutions. There was formal change, but ways of thinking were still the same. As Burns and Scapens (1999) maintain, formal change without change in ways of thinking can result in resistance and failure of implementation.

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Miller, Barbara Ann. "Employee Resistance to Disruptive Technological Change in Higher Education." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6623.

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Employees can be resistant to work-based change, specifically when the change is due to disruptive or new technology. The purpose of this descriptive phenomenological study was to explore the lived experiences of 20 Swiss-based educational employees adapting to online technologies introduced in their workplaces. Disruptive innovation theory provided the conceptual framework for the study. Data were collected using semistructured interviews with 20 purposely selected participants from 3 Swiss-based higher education campuses. The modified Van Kaam method was used to organize and analyze the data. Four themes from participants' responses were identified: educational employees are not resistant to technology-based change, educational employees can move forward and become excited even when frustrated, educational managers should develop commitment and a project-based focus to reduce additional expenditure of time and effort, and continued experience and personal development can enable technology use and reduce resistance. Findings from the study may be used to reduce employees' resistance to technological-based change in higher education. The successful development and use of online education tools by educators provides society with choices, mobility, flexibility, and a personalized approach to learning.

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Fjellstedt, Lyndsey. "Examining Multidimensional Resistance to Organizational Change| A Strong Structuration Approach." Thesis, The George Washington University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3729974.

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This case study examines response to organizational change and the structuring interactions between knowledgeable agents and organizational context. The conceptual framework for this study combines Piderit’s (2000) concept of multidimensional resistance to change and Stones’ (2005) strong structuration theory in order to investigate external and internal structures and active agency. The research site was a small regional hospital within a large mid-Atlantic health system. The health system introduced a new online reporting system (ORS) in February 2014. This empirical study examined the file manager’s response to ORS change within the organization. Data was collected through observations, documents and interviews with the health system leadership, ORS change agents, and file managers. Stones’ (2005) methodological bracketing approach guided the data collection and analysis.

The study identified the organizational contextual features that shaped the file managers response to organizational change. The findings present the structuring interactions between the internal and external structures as displayed through the active agency of the file managers. By examining the active agency between structures, five primary structuring interactions were identified as shaping the file managers’ response to the ORS change: (1) alignment of values, (2) prioritization, (3) influence, (4) engagement, and (5) managing tension. This study demonstrated that structuring interactions influence the active agency of the file managers related to the ORS change, and shaped file managers multidimensional response to the ORS change across cognitive, emotional, intentional and behavioral dimensions.

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Schmolze, Raimund. "Resistance to change and flexible responses : conducting action research with management consultants." Thesis, London School of Economics and Political Science (University of London), 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.311929.

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Krügel, Jan Philipp [Verfasser]. "Explaining Resistance to Change : Some Experimental Evidence and Implications / Jan Philipp Krügel." Baden-Baden : Nomos Verlagsgesellschaft mbH & Co. KG, 2017. http://d-nb.info/1160314411/34.

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Tombiri, Mary Erekiye. "Strategies Small Business Leaders Use to Reduce Employees' Resistance to Change." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7436.

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Small business operations contribute to economic growth and account for 110 million new jobs in the United States. Despite the increase in the number of businesses created in the United States, some business leaders fail to manage change effectively. The purpose of this multiple case study was to explore the strategies that some leaders of small businesses used to reduce employees' resistance to change. Lewin's 3-phase change theory served as the conceptual framework. The target population consisted of 3 successful leaders of small businesses in the central and southern region of Texas. Each participant had more than 5 years of experience and successfully used strategies to reduce employees' resistance to change in the workplace. Data were collected from semistructured interviews, review of company documents, and observations. Thematic coding, text/word queries, and a cross-case analysis revealed three central themes: communication, support, and evaluation. The implications of this study for positive social change include engaging employees in the change process, which might enhance the work environment and reduce employee stress and resistance to change. An improvement in a business leader's change management initiatives may generate beneficial outcomes for the businesses that may improve community growth through increased local employment rates.

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Alfaro, Solano María Jeanina, and Martin Preuß. "An alternative approach on resistance to change and leadership and its resulting development of Kotter’s change models." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-84460.

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To stay competitive in today’s business environments companies have to adapt to the fast-changing business conditions. Hereby change management plays an important role; companies and consultants often apply certain change models to plan and implement change projects. The two change models by John Kotter, published in 1996 and 2014 are one of the most famous and most often applied ones. Within this thesis, the authors developed a modified change management model where they developed Kotter’s ideas further and enlarged them with new perspectives that were not included before. Resistance to change is considered in the new approach from a positive perspective, which means that it is seen as an opportunity instead of being an obstacle. Besides that, the modified change model includes several leadership aspects that were neglected in Kotter’s change models. New leadership aspects are reflection, a concrete leadership style, sensemaking, as well as the different leadership characters between female and male leader. Out of these new insights, the authors developed a modified change model, which allows to plan and manage the change project better than before.

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Davis, Kirsten A. "Information Technology Change in the Architecture, Engineering, and Construction Industry: An Investigation of Individuals' Resistance." Diss., [S.l.] : [s.n.], 2004. http://scholar.lib.vt.edu/theses/available/etd-04262004-154350/unrestricted/davis_etd.pdf.

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Foli, Matilda. "nalysing Change Resistance to an Information Systems-Supported Process in a South African Public Hospital." Master's thesis, Faculty of Commerce, 2019. http://hdl.handle.net/11427/31219.

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Introducing technological change to an organization’s normal processes can potentially bring about positive or negative results, depending mostly on the manner in which the change was facilitated and integrated into the organization. However, very little research has been done on information technology (IT) investment among hospitals, its effect on the personnel, as well as how it influences patient care and financial performance. Consequently, little is known about users’ resistance to new technologies and the precedents of technology rejection in healthcare. Therefore, this study seeks to fill the gap of understanding South African hospital staffs’ perceptions towards change, caused by introducing an information system into one of the hospital’s daily processes. Where resistance towards change is identified, the study aims to understand the reasons behind such resistance. Finally, it aims to find appropriate intervention strategies to deal with and minimize resistance. In doing so, the study seeks to contribute to the body of research regarding change resistance to information systems in public South African hospitals. By adopting a descriptive and exploratory interpretivist paradigm, in conjunction with an inductive approach, the study aims to get a better understanding of hospital staffs’ perceptions through shared meaning. The study adopted a case study research strategy, as it affords the researcher the opportunity to participate in the study, and as such contributes to the subjective interpretation of the findings. Data was collected using a mixed method approach, and was used to describe the difference between the current and proposed process. In addition, it was used to explore the reasons for change resistance to information system-supported change, and to explore methods of successfully introducing change to tertiary public hospitals in South Africa. Fourteen participants (7 medical interns and 7 ward clerks) who were directly involved in the process being studied, were interviewed. Two other participants (the head of the pharmacy and the patient flow manager), who were indirectly involved in the process, were interviewed, to verify the observed and mapped process. Interview data was analyzed qualitatively, firstly through coding techniques before using sentiment and thematic analysis. While the mapped process followed Business Process Modelling Notation conventions. In addition to a mapped proposed process, a change resistance conceptual model was developed from a conjunction of the findings and extensive review of literature. The conceptual model asserts that five main factors contribute to change resistance: unclearly defined duties; fear of job security and technology usage; years of service; resource availability and resource mismatch; as well as insufficient training resulting from the lack of a learning culture. These factors can be moderated by: the existing state of affairs referred to as status quo; management involvement; and communication. The conceptual model can be used to better understand the causes of change resistance, as well as how to minimize change resistance and successfully introduce change into a health organization. Change agents should aim to understand the status quo that exists in the organization and find ways of incorporating that into the change process. Furthermore, management should aim to involve and communicate with all affected stakeholders during a change process. This research has provided a better understanding of hospital staffs’ reactions to change, their reasons for resistance, and ways to minimize change resistance while successfully introducing change into a health organization.

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Hambleton, Linda Mary. "Change in organisations : identifying sources of resistance to change and exploring the impact of the consultancy process used." Thesis, University of Hertfordshire, 2001. http://hdl.handle.net/2299/14058.

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The aim of this research is to identify sources of resistance to change in organisations and to explore the impact of the consultancy process used to bring about change through the authority structures of organisations. The research was conducted using a process consultancy model with a focus on the process of how to bring about change rather than what the change will be. The model is based on an action research method and applies principles from psychoanalytic and systems theory. The guiding theory for the research was that a psychological source of resistance to change is that people use the social system in organisations as a defence against anxiety (Jaques, 1955, Menzies, 1959, Miller & Gwynne, 1972). The first research case study involved a group of employees in the National Health Service (NHS). Evidence from the cases study was used to identify conscious and unconscious sources of resistance to change and to build on the guiding theory that the social system was used as a defence against anxiety. It emerged that there were four different ways that people responded to change, which ranged from a 'sycophant' to a 'saboteur' response. People also had different levels of learning during change, ranging from 'resistant to learning' to 'internalised learning'. There was evidence that the existential primary task, i. e. the meaning that people have in their work life, can be a source of resistance to change. Two new working hypotheses were subsequently developed from these findings, which were explored further in a Bank case study. These are firstly that the existential primary task can also be a source of resistance to change and secondly that the process consultancy model can help to a) identify and understand how people respond to change; b) identify situations when the existential primary task can be a source of resistance; and c) develop people to reach a level of internalised learning. These working hypotheses were developed further based on the findings from both case studies. The conclusion is that the social defence system and the existential primary task can both be psychological sources of resistance to change. Two models were developed from the findings. One to represent a Continuum of Responses to Change and the other to represent the Dimensions of Responses to Change, which relates to an individual's capacity for personal change, their level of support for change and their response. Finally, the application of these conclusions to develop the process consultancy model and ideas for further research are discussed.

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Frazier, Ryan R. (Ryan Russell). "Overcoming middle management resistance to strategic change : design for environment (DFE) at Xerox." Thesis, Massachusetts Institute of Technology, 1996. http://hdl.handle.net/1721.1/39078.

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Burgess, Rita Elizabeth. "A Correlational Analysis of Empowerment and Experience with Resistance to Change." ScholarWorks, 2014. https://scholarworks.waldenu.edu/dissertations/176.

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Despite more than 60 years of research about the nature of change, resistance to change remains a problem across industries. Health care leaders have limited knowledge of how health care managers' perceptions of empowerment, years of experience, and resistance to change (RTC) relate. The purpose for this nonexperimental correlational study was to examine the relationship between empowerment, years of experience, and RTC among managers via an online survey. The theoretical framework incorporated Kanter's structural empowerment theory and Kotter's change theory. The sample included 245 out of 1,181 health care managers from Veterans Administration (VA) hospitals in the New York metropolitan region, recruited through a nonrandom purposive sampling method. There was a significant association measured between empowerment and RTC (r = -.132, p = .05), but no association between years of experience and RTC (r = .060, p =.348). The regression model showed that years of experience and perceptions of empowerment together in one model was not a significant predictor of RTC (F(2,242) =2.82, p = .062, R2 = .023). In the model, perceptions of empowerment was a statistically significant predictor of RTC (Ã¢ = -.136, p = .03), but years of managerial experience was not (Ã¢ = .074, p = .249). These findings, while not generalizable, offer a unique examination of organizational change among an underexamined population. According to study results, as empowerment increased, RTC diminished. In contrast, experience did not relate to the propensity to resist change. These findings have social implications for VA and general business leaders who may use these results to improve change management plans, empower staff, reduce RTC, and enhance organizational and patient outcomes.

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Svensson, Johan. "Change management on three big advertising agencies in Sweden." Thesis, Malmö högskola, Fakulteten för teknik och samhälle (TS), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-20802.

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Idag måste företag genomgå förändringar för att fortsätta utvecklas på en konkurrensutsatt marknad och uppnå nya målsättningar. Det är också viktigt för företag att involvera sina medarbetare till förändringsarbeten för att uppnå engagemang och undvika reaktioner i form av motstånd.Studiens syfte är att utifrån tre stora reklambyråer i Sverige undersöka hur man leder ett förändringsarbete och hur deras medarbetare involveras och engageras till förändringsinitiativen. Syftet med studien är också att se hur deras medarbetare påverkas och reagerar på förändringsarbeten och om det är vanligt att det uppstår motstånd eller andra attityder inom reklambranschen. Utifrån en kvalitativ studie har det samlats in textmaterial från intervjuer, observationer, böcker, artiklar och webbplatser. Uppsatsen har också utgått från ett kvantitativt perspektiv, där ett urval av medarbetare på respektive byrå har fått besvara en webbbaserad enkät.Resultatet visar på att reklambyråerna skiljer sig åt och använder olika verktyg, strategier och arbetsmetoder för att leda sina förändringsarbeten och samt motivera och engagera sina medarbetare till förändringsinitiativen. Resultatet visar också att medarbetarna påverkas och reagerar på olika sätt i samband med förändringsarbeten. Resultatet visar även på att där finns tydliga kopplingar till teorin om vad som är betydelsefullt för att reklambyråerna ska uppnå ett framgångsrikt förändringsarbete.
Today on a competitive market, companies and organizations needs to undergo changes in order to continue to develop and achieve new goals. It is also important to involve their employees in order to achieve their commitment and avoid reactions in the form of resistance and other attitudes. Purpose of the study is to examine how to lead Change management in three major advertising agencies in Sweden and how their employees are involved and engaged to change initiatives.The purpose of the study is also to examine how their employees are affected and reacts to Change Management and aslo see if it can develop resistance or other attitudes in the advertising industry among the employees.Based on a qualitative study textual material has been collected through interviews, observations, books, articles and websites. The paper is also based on a quantitative study where a selection of employees at each office has asked to complete an online survey. The result shows that advertising agencies are different and use different tools, strategies and business practices to lead their change management and as well as motivate and engage their employees for change initiatives. The results also shows that the employees is affected and reacts in different ways in the context of change management. The results also shows that there are some connections to the theory of what is important for the agencies to achieve successful Change Management.

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Burmester, Elizabeth. "Qualitative Examination of Strategies to Overcome Resistance to Change in Lean Manufacturing." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4203.

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Approximately 80% of lean manufacturing program initiatives are abandoned in the first year of implementation. Only 2% of organizations that embark on the lean journey complete it with the results and the sustainability they expected. There is a gap in past research regarding, the leadership strategies organizations can use to overcome resistance to change during lean manufacturing program implementations. The problem in this study was that leaders have limited information to overcome resistance to change when implementing these programs. The purpose of this study was to explore how leaders within manufacturing organizations may overcome resistance to change through leadership strategy. The conceptual framework was Kotter's 8 steps of change. Data were collected from 20 participant interviews with leaders who implemented lean manufacturing programs successfully and sustainably in their organizations. The data analysis for this study consisted of repeated reviews of transcription and audio-recorded data that resulted in the coding of themes from participant interviews. The data analysis resulted in 12 themes that emerged from significant statements made through participant responses. Results indicated that senior leadership participation and communication are the main strategies needed to overcome resistance to change during lean manufacturing program implementations. Followed by allowing employees to experiment with processes for their areas, training, and process alignment for a comprehensive strategy. The implications of positive social change within this study are to provide a positive perspective to organizational leaders looking to deploy lean manufacturing change initiatives and to help leaders overcome employee resistance to the organizational changes.

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Laumer, Sven [Verfasser], and Tim [Akademischer Betreuer] Weitzel. "Resistance to IT-induced Change - Theoretical Foundation and Empirical Evidence / Sven Laumer. Betreuer: Tim Weitzel." Bamberg : Otto-Friedrich-Universität Bamberg, 2012. http://d-nb.info/1058436236/34.

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Mühlbacher, Jürgen, and Tom Siebenaler. "Ready For Changes? The Influence of General Self-efficacy and Resistance to Change on Managers' Future Competence Requirements." Mendel University Brno, Faculty of Business and Economics, 2018. http://epub.wu.ac.at/6766/1/131%2DProof%2D707%2D2%2D10%2D20190103.pdf.

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With this study, we will test the interrelations between the psychological concept of self-efficacy of managers and its influences on the resistance to change. The results show that it makes a qualitative difference, if change in competences occurs in a positive or a negative direction and that there is a clear predisposition of managers concerning change. Both results have to be taken into account in designing changes processes.

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Holl, Hugo J. "An evaluation of the strategies used to reduce resistance to change during business reengineering in Samancor Chrome." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/51600.

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Thesis (MBA)--Stellenbosch University, 2000.
ENGLISH ABSTRACT: Samancor Chrome is an integrated ferrochrome producer with an estimated annual ferrochrome capacity of 1.26 million tons, or approximately twenty-five per cent of total Western world capacity in 1997. A decline in commodity pricing and other factors prompted Samancor to initiate a business process reengineering (BPR) programme facilitated by McKinsey and Company in the Chrome Alloys Division in 1997. The process however, met with considerable resistance from the Unions within Samancor Chrome, although several strategies were employed to promote acceptance of the process. The technical report assesses the effect of strategies utilised to lessen resistance to change during the business process reengineering programme initiated in Samancor Chrome. The assessment reviewed strategies given in relevant literature to lessen resistance to business reengineering processes and considered the applicability of such strategies within the context of Samancor Chrome. Research data was obtained through semi-structured interviews with Samancor Chrome senior management. The research showed that Samancor Chrome had formulated a communication and a participation strategy in preparation of the BPR programme. The strategies were the only acceptance strategies suggested by McKinsey and Company in their role as the BPR consultants. The context provided by the literature research showed that the participation strategy and the formulation of the communication strategy were inappropriate within the organisational context of Samancor Chrome. Conclusions regarding the situational validity of the strategies were supported by the failure of the strategies to reduce resistance against the BPR programme. A negotiation strategy was ultimately used as an acceptance strategy during the BPR programme, and contextual analysis showed the strategy to be appropriate although only partially effective as implementation was still delayed. Interpretative analysis of the research data indicated that a change management strategy for future BPR initiatives should rather contain elements of education, communication, retrenchment avoidance measures and consultation or negotiation within a management led, top-down approach. Management should drive the BPR process in an emphatic manner, with the programme execution and implementation being completed within a four to six month short time frame.
AFRIKAANSE OPSOMMING: Samancor Chroom is 'n ge-integreerde ferrochroom produsent met 'n geskatte kapasiteit van 1.26 miljoen ton per annum, of ongeveer vyf en twintig persent van die totale Westerse wêreld kapasiteit in 1997. 'n Reële verlaging in kommoditeits pryse sowel as ander faktore het daartoe gelei dat Samancor Chroom in 1997 'n besigheids proses herontwerp oefening onder leiding van McKinsey and Company in die Chroom Allooi Divisie geinisieer het. Die proses is egter deur die Unies binne Samancor weerstaan, alhoewel verskeie strategieë gebruik was om aanvaarding van die proses te bewerkstellig. Die tegniese verslag evalueer die effektiwiteit van die strategieë wat toegepas was om weerstand teen verandering tydens die besigheids proses herontwerp (BPH) in Samancor Chroom te verminder. Die evaluasie neem ook strategieë vanuit toepaslike literatuur om weerstand tydens besigheids proses herontwerp programme te verminder in ag, en oorweeg die toepaslikheid van die strategieë in die konteks van Samancor Chroom. Navorsings inligting is ingesamel deur semi-gestruktureerde onderhoude met Samancor senior bestuurs personeel. Die navorsing dui daarop dat Samancor Chroom kommunikasie en deelnemenings strategieë in voorbereiding vir die BPH program ontwikkel het. Die strategieë was ook die enigste strategieë wat deur McKinsey and Company in hul rol as BPH konsultante voorgestel was. Die konteks deur die literatuur studie geskep, het aangedui dat die deelnemings strategie sowel as die formulering van die kommunikasie strategie onvanpas was binne die organisatoriese konteks van Samancor Chroom. Gevolgtrekkings aangaande die situasionele validiteit van die strategieë was ondersteun deur die faling van die strategieë om weerstand teen die BPH program te verminder. 'n Onderhandelings strategie is uiteindelik as 'n aanvaardings strategie tydens die BPH program toegepas, en konteks analise dui die strategie as toepaslik aan alhoewel slegs gedeeltelik suksesvol, aangesien die program implementasie vertraag was. Interpretiewe analise van die navorsings inligting dui aan dat 'n veranderings strategie vir toekomstige BPH initiatiewe elemente van opleiding, kommunikasie, inkorting vermyding maatreëls en konsultasie of onderhandeling binne 'n bestuurs gedrewe program benadering moet bevat. Die program moet sonder vertraging gedryf word, met program voltooing en implementering tussen vier tot ses maande.

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Culmer, Nathan. "I.T. changes : an exploration of the relationship between motivation, trust, and resistance to change in information technology." Diss., University of Iowa, 2012. https://ir.uiowa.edu/etd/3280.

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Change is an organizational inevitability. There are few fields that undergo change more rapidly than information technology. Keeping up with the pace of change in a field so inclined toward change may take a unique toll on workers in information technology. Yet, little has been done to investigate workers' orientations towards change in this turbulent field. Accordingly, this research explores attitudes toward change and some possible related characteristics among individuals who work in the field of information technology. The primary purpose of this study is to explore the nature of resistance to change in information technology. The secondary purpose of this study was to discover potential relationships between resistance to change and several well known motivational variables; specifically empowerment, engagement, and workaholism. Trust was included in this model as well because it has been shown to relate to both motivation and resistance to change and because trust is generally understood to be a characteristic that eases interaction and reduces transaction costs. This study used a web-based survey to collect responses from individuals employed in two medium-sized information technology organizations. Responses were analyzed using correlational, regression, path, and factor analyses to analyze participants' responses. Results indicated that resistance to change is a factor in information technology. Also, two of three motivational characteristics related negatively to resistance to change. Trust related negatively to resistance to change and positively to the same two motivational characteristics, but did not mediate the relationship between these variables. These findings are discussed in terms of their relevance to the study of information technology as they suggest possible implications for organizational functioning, individual well-being, technology adoption, and coping, and innovation.

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Thomas, Gary S. "A causal-comparative study of dominant motivation and change resistance employed by principals /." La Verne, Calif. : University of La Verne, 2003. http://0-wwwlib.umi.com.garfield.ulv.edu/dissertations/fullcit/3090260.

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Mitchell, Lorianne D., Jennifer D. Parlamis, and Sarah D. Claiborne. "Overcoming Faculty Avoidance of Online Education: From Resistance to Support to Active Participation." Digital Commons @ East Tennessee State University, 2015. https://dc.etsu.edu/etsu-works/6772.

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The online delivery of higher education courses and programs continues to expand across academic disciplines at colleges and universities. This expansion of online education has been precipitated by, among other things, (a) the rise in personal computer ownership, (b) the ease of access to the Internet, (c) the availability and continuous improvement in technology for the delivery of online courses, and (d) the increase in demand for online courses by both traditional and nontraditional students. However, the proliferation of online education has not been enthusiastically supported by all constituents of higher education. Specifically, some faculty members remain resistant to the shift to online course delivery. This article applies the Transtheoretical Model of Change to the process of gaining faculty support for, and involvement in, online learning. After briefly reviewing current issues in online education and making a case for its adoption, we describe sources of faculty resistance and offer recommendations for interventions that may be applied to transforming faculty resistance to support and eventually to active participation.

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Lee, Siu Yau. "The war on language : language management and resistance in contemporary China." Thesis, University of Oxford, 2013. http://ora.ox.ac.uk/objects/uuid:f3587f6d-35b8-4623-867a-9c98276f387b.

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What explains institutional change in authoritarian regimes presiding over fragmented societies? A popular assumption is that, because the state is so powerful, major institutional change takes place only when certain actors within the state system see such change as beneficial for their personal or collective interests. In other words, institutional changes are necessarily top-down and elitist in nature. Challenging that position, this thesis articulates a theory of gradual institutional change in authoritarian regimes, arguing that authoritarian institutions, as distributional instruments laden with power implications, are likely to be unstable and ambiguous, allowing social actors to advance their personal or collective interests through gradual institutional modifications. As these resistances accumulate, the costs for state actors to maintain their increasingly ineffective institutions rise to an unsustainable level, incentivising them to revise their core practices—and, by extension, sometimes expand existing rights or extend new ones to their citizens. This argument is supported by a systematic examination of the Chinese state’s historic attempts to promote the use of a standardised language form—putonghua—and simplified Chinese characters on a national scale, and a range of popular resistance efforts against them. Drawing upon newly available archival materials, survey data, and in-depth interviews, I conduct process-tracing case studies of three successive language management regimes—namely, top-down (from the 1950s to 1980s), incentivising (from the 1990s to mid-2000s), and selective (from the mid-2000s), demonstrating how they were challenged and gradually modified by their subjects. From this position I argue that the deployment of official language policy in the PRC is determined endogenously by the ambiguities of existing language institutions as well as exogenously by levels of economic development and communication technology. The casual arguments are then evaluated in light of evidence from the history of language management in the former Soviet Union and Tawian.

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Fälth, Ann-Christine, and Jennie Lundin. "The Change Process : When resistance is easier to prevent than to cure." Thesis, Linköping University, Department of Management and Economics, 2002. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-1019.

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Background: Strategic changes are often carried out with good intentions, but managers and subordinates may assess the change differently. Consequently, subordinates start to resist the change.

Purpose: The purpose of this thesis is to explore the internal resistance, which often is a consequence of strategic changes. We aim to draw conclusions based on the employees’ perception of how resistance to strategic changes should be prevented and handled.

Limitations: This thesis investigates one subsidiary within the Sydkraft Group in Norrköping. Furthermore, it deals with the manager’s possibilities to prevent and handle resistance.

Procedure: Five interviews were carried out at Sydkraft Service Partners.

Results: The most common form of resistance is subtle resistance, which oftentimes is invisible to managers and therefore, not managed successfully. Managers should manage resistance by adapting the speed of the change process to the employees, communicating with them, and educating them.

Bakgrund: Strategiska förändringar genomförs ofta med goda intentioner men det händer att ledningen och de anställda uppfattar förändringen på olika sätt. Följaktligen kan de anställda börja motsätta sig förändringen.

Syfte: Uppsatsens syfte är att utforska det interna motstånd som ofta uppstår i samband med en strategisk förändring. Vi avser att dra slutsatser som är baserade på de anställdas åsikter om hur motstånd mot strategiska förändringar ska förebyggas och hanteras.

Begränsningar: Ett dotterbolag inom Sydkraftkoncernen i Norrköping studeras och chefens möjligheter att förebygga och hantera motstånd behandlas. Genomförande: Fem personer på Sydkraft Service Partners har intervjuats.

Resultat: Den typ av motstånd som oftast förekommer är svårfångat och relativt osynligt. Detta leder till att motståndet inte kan hanteras på ett tillfredsställande sätt. Chefer bör hantera motstånd genom att anpassa förändringsprocessens hastighet till de anställda, kommunicera med dem och utbilda dem.

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Mitchell, Lorianne D., Jennifer D. Parlamis, and Sarah A. Claiborne. "Overcoming Faculty Avoidance of Online Education: From Resistance to Support to Active Participation." Digital Commons @ East Tennessee State University, 2015. https://dc.etsu.edu/etsu-works/8298.

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The online delivery of higher education courses and programs continues to expand across academic disciplines at colleges and universities. This expansion of online education has been precipitated by, among other things, (a) the rise in personal computer ownership, (b) the ease of access to the Internet, (c) the availability and continuous improvement in technology for the delivery of online courses, and (d) the increase in demand for online courses by both traditional and nontraditional students. However, the proliferation of online education has not been enthusiastically supported by all constituents of higher education. Specifically, some faculty members remain resistant to the shift to online course delivery. This article applies the Transtheoretical Model of Change to the process of gaining faculty support for, and involvement in, online learning. After briefly reviewing current issues in online education and making a case for its adoption, we describe sources of faculty resistance and offer recommendations for interventions that may be applied to transforming faculty resistance to support and eventually to active participation.

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Ammar, Sameh Farhat Belgasm. "Change and resistance in cost accounting system : the evidence from a Libyan oil refining organisation." Thesis, University of Exeter, 2014. http://hdl.handle.net/10871/14767.

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This thesis explored the dynamics of cost accounting systems (CAS). It focused on particular situations in which CAS can become institutionalised, embodying settled patterns of action and thought common to an organisation (Burns & Scapens, 2000). In such context, it is argued that the greater the degree of institutionalisation of CAS, the more difficult they are to change, and vice versa. This thesis has investigated the conditions and processes through which CAS can change and/or persist (i.e., remain relatively unchanged) through time. Exploring when, how and why institutional change and/or resistance may occur in CAS, is the specific motivation of this thesis. The following investigates CAS at a large oil refining organisation operating in Libya (RefCo). RefCo was undertaken as an interpretive case study, involving data collected through interviews, archives, internal company documentation and general (formal and informal) observations. The CAS in RefCo was subject to two change initiatives in a relatively short space of time. The first source of change was a requirement of its parent company to shift from a traditional production-orientation to a more commercial-orientation. With minimal resistance, the highly institutionalised CAS of RefCo evolved to become much more geared towards commercial decision-making. The second source of change originated in the recommendations of an external consulting organisation, who recommended that RefCo changed its CAS to take on more ‘best-practice’ principles, but also as part of a wider initiative of implementing Enterprise Resource Planning systems (ERPs). However, this particular change initiative faced significant resistance. Analysis of the case was informed by institutional theory using, in particular, the concepts of deinstitutionalisation (Oliver, 1992), institutionalisation (Burns & Scapens, 2000), and politics and power mobilisation (Hardy, 1996). In contrast to the more conventional view that institutionalised practices (e.g., CAS in RefCo.) are difficult to change, this thesis has shown how such practices can be destabilised and changed through the configuration of a complex and dynamic process of costing system change. It suggests an institutional interdependence that underpins the interrelation between various components of the organisational system, and exemplifies an intertwining between CAS and operation control. While CAS change processes were shaped by ongoing changes in operation control, the outcomes of the former provided an institutional basis from which to make sense of the operational activities (Scapens, 1994). This interdependence helps sustain day-to-day organisational life in RefCo and contributes to our understanding of both change (processes) and resistance in relation to institutionalised practices. Moreover, we observed that a great deal of such change and/or resistance could be understood and explained in terms of politics and power mobilisation.

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Tejumola, Olubusola. "Investigation into the change management influences on user adoption of ERP systems." Thesis, Brunel University, 2017. http://bura.brunel.ac.uk/handle/2438/14862.

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As organizations strive to remain competitive despite economic pressures and the rapid pace of technology innovation, Enterprise Resource Planning (ERP) systems provide businesses with the functional best practices and customisable capabilities they need to adapt to these changes. However, the high rate of failure of these Enterprise Resource Planning (ERP) systems remain a challenge for the managers who are usually tasked with ensuring the huge investments achieve its purpose and yield a return on investment. In attempting to explain the reasons behind these Enterprise Resource Planning (ERP) implementation failures, previous research has identified user adoption as one of the main drivers of ERP implementation success. An abundance of technology adoption theories and change management models have been proposed as solutions to user adoption, by measuring different factors they consider are important to the adoption of these systems. However, ERP systems still fail to achieve their intended purpose because these theories have not been able to explicitly explain how these factors impact on adoption. To address this gap, this research takes a comprehensive approach to identifying the change management influences on user adoption by integrating change management and technology adoption constructs. The main contribution of this research is a common-sense perspective of the realities of user resistance. The study provides a causal model derived from Structural equation modelling, which explains the multiple influence relationships between the measured constructs. An adoption tool is also developed for managers to use as a yardstick to benchmark the effectiveness of an implementation strategy. Using a structural equation modelling approach, a theory was developed from a survey of 616 ERP users across 6 organizations. Six constructs were identified as the key influences of user adoption – Trust, Communication and Engagement, System Qualities, Training, Organizational Benefits and Resistance. The theory explains the multiple influence relationships between these constructs and Adoption, and assists in the pinpointing of failure points that need to be addressed by Enterprise Resource Planning project managers. The resulting theory developed indicates the multiple influence relationships between these constructs as determinants of Adoption of ERP systems. In addition, the theory assists in the pinpointing of failure points that need to be addressed by Enterprise Resource Planning (ERP) project managers.

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Duveneck, Matthew Joshua. "Managing for Resistance and Resilience of Northern Great Lakes Forests to the Effects of Climate Change." PDXScholar, 2014. https://pdxscholar.library.pdx.edu/open_access_etds/1551.

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Climate change is expected to drastically change the environmental conditions which forests depend. Lags in tree species movements will likely be outpaced by a more rapidly changing climate. This may result in species extirpation, a change in forest structure, and a decline in resistance and resilience (i.e., the ability to persist and recover from external perturbations, respectively). In the northern Great Lakes region of North America, an ecotone exists along the boreal-temperate transition zone where large changes in species composition exist across a climate gradient. Increasing temperatures are observed in the more southern landscapes. As climate change is expected to substantially affect mid-continental landscapes, this region is especially vulnerable to climate change. My research assessed the effects of climate change under business as usual (BAU) management as well as alternative management strategies. To do so, I simulated forest change in two landscapes (northeastern Minnesota and northern lower Michigan) under three climate change scenarios (current climate, low emissions, and high emissions), and four management scenarios (BAU, modified silviculture, expanded reserves, and climate suitable planting) with a spatially-explicit forest simulation model from year 2000 to year 2150. Specifically, I explored how climate change would affect relationships between tree species diversity and productivity; how expanded reserves and modified silviculture may affect aboveground biomass (AGB) and species diversity; how climate suitable planting may affect functional diversity, and AGB; and how alternative management may affect the resistance and resilience of forests to multiple disturbances interacting with climate change. Under the BAU management scenario, I found that current and low emissions climate scenarios did not affect the relationship between species diversity and productivity; however, under a high emissions climate scenario, a decline in simulated productivity was coupled with a stronger positive relationship between diversity and productivity. Under the high emissions climate scenario, overall productivity declined in both landscapes with specific species declines projected for boreal species such as balsam fir (Abies balsamea) and black spruce (Picea mariana). Under alternative management scenarios, I simulated a limited ability to increase tree species and functional diversity, AGB, and net primary productivity under climate change. The limits of management were especially apparent under the high emissions climate scenario. In a novel approach to measuring resilience, I plotted the recovery of both initial species composition and AGB to stochastic fire events for each simulation. This approach assessed both a general response (i.e. AGB) with a more specific response (i.e. species composition). My results suggest that climate change will reduce the resilience of northern Great Lake forest AGB and species composition and that management effects will be largely outweighed by the declines expected due to climate change. My results highlight the necessity to consider even more innovative and creative solutions under climate change (e.g., planting species from even further south than I simulated).

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Fassauer, Gabriele. "Messages on "Resistance to change" in German change management approaches: Working Paper presented at the 29th International Labour Process Conference April 2011, University of Leeds." Technische Universität Dresden, 2011. https://tud.qucosa.de/id/qucosa%3A28720.

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"Resistance to change" is one of the most important topics of change management in organizations. The paper investigates the analytical framing of „resistance“ and the „resistant employee“ in established German literature on change management. The analysis reveals three main messages referring the characteristics of resistance and the resistant change recipient. These are 1) that resistance is a „natural“, nearly inevitable phenomenon in organizational change processes, 2) that every behavior of employees in change processes is potentially resistant and thus often „false faced“, and 3) that resistance often is based on „irrational" and "emotional” motives. From a critical standpoint, this appears as a rather problematic understanding of (employee) agency and resistance. The result once more point to the overdue reconceptualization of "resistance to change" within the change management discipline and raise general questions referring to the high popularity of the analyzed segment of literature.

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Al, Rawahi Waleed. "Investigating the role of enterprise social networks in facilitating organisational change in GCC countries." Thesis, Brunel University, 2017. http://bura.brunel.ac.uk/handle/2438/14765.

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The importance of enhancing internal communication and its content during organisational change appears to be neglected by many organisations. Although change management literature agrees generally about the role that communication plays in facilitating change, there is still a dearth of empirical studies that focus on improving internal communication during organisational change phases. The evolution of communication technology has provided some new tools that can enhance internal communication within an organisation. This study explores the role of using of one of these new communication technologies in communicating organisational change through the development of a novel conceptual model. The developed model covers the communication needs in each phase of a planned change, and combines the benefits of communicating organisational change with the benefits of using Enterprise Social Networks (ESN), as found in the literature. The aim is to investigate empirically how ESN as a new internal communication technology can be employed to communicate organisational change effectively in order to facilitate that change. To do so, the researcher in this study has applied a qualitative approach through a case study strategy in order to validate the conceptual model being proposed. The researcher conducted 32 interviews and analysed all of them qualitatively using Nvivo software. The findings of the conducted study revealed that using ESN had many positive impacts on employees, such as increasing their awareness, engagement and participation, which helped to facilitate the overall change projects. Moreover, the study proved the suitability of the validated novel model to contribute in facilitating organisational change through ESN, which can guide leaders, managers, change agents and academics on how ESN can be used to communicate planned change effectively in order to facilitate it.

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Starnes, David Starnes. "Exploring the Influence of Context on Resistance to Organizational Change within a Virtual Faculty Workforce." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2460.

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Managers must know how to operationalize change, as well as manage the attitudes and emotions associated with transforming the organization. Managing the culture involved with organizational change is a challenge in any environment, and perhaps even more so when managing a virtual workforce. The problem addressed in this study was that while there is considerable research on organizational change, there is little research concerning the influence of trust in leadership, frequency of change, and history of change on virtual faculty resistance to change in higher education. As a result, there is a lack of knowledge and understanding regarding how context influences a virtual faculty member's resistance to change. The purpose of this study was to gain insight into how three dependent variables (trust in leadership, frequency of change, and history of change) impact a dependent variable (virtual faculty resistance to change), measured using an adapted survey. The study was based on the theory of planned behavior, the theory of attribution, and the transactional stress model. Data were collected from 189 online faculty and the relationships between variables were evaluated using multiple linear regression. Trust in leadership regarding integrity and ability along with gender were significantly associated with resistance to change. Frequency and history of change did not have a significant relationship with resistance to change. The research has potential to effect positive social change by contributing to a greater understanding among higher education administrators during the planning, communication, and implementation of change of how trust in leadership, frequency of change, and history of change impact online faculty response to change.

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Karlsson, Mathias, and Alexander Westermark. "Perceiving resistance to strategic organizational change : A barrier to success or an opportunity for improved decision-making?" Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-451196.

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Background: To keep up with competitors and the ever-changing business environment, organizations constantly adapt and adjust their strategies. Strategic organizational change is the implementation of change to increase corporate performance and find new competitive advantages. Studies are showing how the majority of change processes fail. This high failure rate is dependent on several different factors. However, one factor which seems to be one of the most common is resistance to strategic organizational change. Resistance is often looked through a negative lens by the management, which can negatively affect the whole change process. Purpose: The primary purpose of this study is to increase the knowledge about resistance to strategic organizational change and explore the field of change management to yield valuable insights to managers' quest to implement change successfully. Research Question: How can understanding the source of resistance be used beneficially by management to improve the managerial decision-making and, therefore, increase the success rate of change implementation? Methodology: A qualitative research method with semi-structured interviews has been adopted. Conclusion: If resistance is not only seen as an obstacle but instead analysed thoroughly by the management it could contribute to an organizational discussion which potentially could improve the quality of the management decision-making and, thus, improve the success rate of strategic organizational change implementation.v

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Moonieya, Vernon Craig. "An evaluation of resistance to change of the East London industrial development zone (ELIDZ) structural realignment." Thesis, Rhodes University, 2014. http://hdl.handle.net/10962/d1013303.

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From Integrative Summary: This research paper comprises of three sections that include: an evaluation report, a literature review and the research methodology. The first section assesses the management of resistance to change as encountered during the ELIDZ structural re-alignment initiative. The assessment was done after the change initiative had been implemented to see what could be learnt from the exercise, in order to be better prepared for future change programmes. The implemented change was initiated by the CEO of the ELIDZ but its criticality in terms of purpose, or the need for the change was unclear to many employees at the time of initiation. An examination of the literature on change management highlighted the importance of managing resistance to change as part of a change initiative, so as to ensure a successful transition. The review of the literature on management of resistance to change in section 2 of this paper examines the definition of management of resistance to change and in particular, covers key factors like change readiness, participation in change and change communication. These key concepts underpin effective management of resistance during change. The literature on management of resistance to change with respect to the role of change readiness, participation in change and change communication was used to develop a questionnaire that was used to assess the ELIDZ change initiative. The questionnaire was developed in a Likert Scale format with questions across the spectrum of change readiness, change participation and change communication. Section 3 of this paper describes how the quantitative research was provided to the population sample of employees from the ELIDZ where the questions on change readiness, change participation and change communication was used to assess the effectiveness of management of resistance to change during the ELIDZ change initiative. In addition section 3 provides an explanation of how the results of the research were derived. The results on change readiness suggest that the ELIDZ change initiative did not address change readiness adequately. There is therefore a risk of resistance to change that could manifest. This also indicates that change readiness must be planned more thoroughly in future change endeavours. Most of the population sampled did not feel that they participated in the change initiative, suggesting that the ELIDZ did not address participation in the change initiative adequately. Not enabling employees to actively participate in the change is tantamount to decreasing the potential for acceptance of change and increasing the risk of resistance to change. In order to ensure that future change initiatives are not met with employee resistance to change, the ELIDZ should plan for employee participation throughout the change process. The extent to which change communication was addressed in the ELIDZ change initiative was demonstrated by very poor results. The results from the population sampled suggest that the change was not well communicated to employees. As change communication is known to reduce the potential for resistance to change, it is imperative for the ELIDZ to plan for comprehensive communication strategies to cover the change process for future change action.

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Grimolizzi-Jensen, Conrado Joaquin. "Organizational Change: Evaluating the Effect of Motivational Interviewing on Readiness to Change." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1536.

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Failure accompanies most organizational change efforts. Change agents' efforts focus on employee resistance or readiness to change without considering employee ambivalence. Motivational interviewing (MI) may reduce ambivalence and improve the success rate of organizational change initiatives. The purpose of this experimental research was to evaluate the effectiveness of MI to increase readiness to organizational change, to assess the influence of MI on change-related beliefs, and to investigate the relationship between beliefs and readiness to change. The theoretical framework was the transtheoretical model of change, the theory of planned behavior, and social cognitive theory. Through random assignment, 56 employees of a company undergoing change and located in the Midwest region of the United States populated the experimental and control groups. Members of the experimental group participated in 3 motivational interviewing sessions over a 30-day period. Participants indicated their readiness and underlying change-related beliefs by completing the Job Change Ladder and the Organizational Change Recipients' Belief Scale. Within and between group differences from a mixed ANOVA revealed that MI significantly increased readiness to change. There was not a significant difference between the beliefs of both groups as indicated by the results of the MANOVA test. Participants' beliefs explained readiness to change as evidenced by the results from the use of multiple regression. The findings indicate that leaders of organizational and societal change initiatives could incorporate MI to prepare individuals and groups to embrace the change process, thereby improving the chances that the change initiative will be successful.

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Larsson, Josefina, Anna Åkerberg, and Malin Persson. "Motstånd vid förändring av ekonomisystem - utifrån institutionell teori." Thesis, Örebro University, Department of Business, Economics, Statistics and Informatics, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-4798.

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The purpose of this study is, on the basis of institutional theory, to contribute with more

understanding about resistance to management accounting change and also to survey reasons

for the resistance and how to cope with the resistance.

The study is a qualitative case study and semi-structured interviews have been used to

complement the study’s theoretical area, consisting of scientific articles.

The conclusion from the study is that resistance to management accounting change can be

understood and explained by the institutions of each organisation and its underlying structures. A

further conclusion is, with the structures in mind there are many reasons for resistance and also

many ways to cope with the resistance. A model has been produced in purpose to create

understanding and to survey the resistance to management accounting change.

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Alrajeh, Ahmed Mubarak. "An analysis of employees' reactions to the introduction of ERP systems in management accounting : case studies from Saudi Arabia." Thesis, University of Dundee, 2014. https://discovery.dundee.ac.uk/en/studentTheses/1b035e3c-5c71-4593-b6f2-049abba934dc.

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Many studies report a gap in the inter-relationships between different factors and the acceptance of, or resistance to, an ERP system. Specifically, there is lack of literature on the individual factors that drive or delay the adoption of advanced technologies such as the Enterprise Resource Planning system ERP. It motivated me to carry out a study that investigates the non-linear views of change, in order to provide a general picture of how external and internal factors influence employees to accept or reject an ERP system. My thesis explores individual choices and behaviours and the socio-cultural context in which the cases are set to identify the factors that influence individuals’ actions and to determine from an employee perspective whether reactions to using ERP systems are intentional or unintentional. The thesis follows an interpretive approach using two case studies in Saudi Arabia where multiple sources of evidence including interviews, document analysis and observation have been employed. Pattern matching, logic models and cross-case synthesis are used for thematically organising and analysing the case studies. The thesis discusses the relationship between factors including politics, economics, religious social culture, the culture of the company and technical issues and the behaviour of employees towards change. I will argue that those factors directly affect the behaviour ofemployees and indirectly affect the acceptance or rejection of the ERP system. The thesis extends the scope of institutional analysis by explaining how the behaviours of employees influence both the acceptance of, or resistance to, an ERP system. The thesis adds to the knowledge in the literature by showing the relationship between external and internal factors and the acceptance of, or resistance to, an ERP system in Saudi Arabia as less developed countries LDCs. Also the thesis shows how the effects of the socio-cultural landscape of the middle east cannot be ignored when exploring the factors that initiate and shape management accounting change. Practical implications: the thesis provides some examples on how external and internal factors influence the behaviour of employees in Saudi Arabia. The thesis suggests that companies can exploit the behaviour of employees to influence change and avoid resistance.

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Prinsloo, Elmari. "The use of emotional intelligence in the management of resistance to change by MBA students of the North-West University, Potchefstroom Campus / by Elmari Prinsloo." Thesis, North-West University, 2008. http://hdl.handle.net/10394/2657.

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Even though change is regarded as a natural phenomenon, the rate of change seems to hasten in many activities, especially for organisations to survive and remain competitive. This can be complex and exhausting, and individuals' emotional experiences may influence their behaviours and attitudes, affecting performances and production. Subsequently, emotions in the workplace can no longer be ignored and management might need to consider this when resistance to change is managed. Although awareness of emotional intelligence and its importance in the workplace has only recently been recognized, MBA students from the Potchefstroom Business School are encouraged to develop their emotional intelligence in order to reason intelligently about emotions and thus become more effective managers. Since emotions are evident during change and any resistant behaviour, it is proposed to determine whether MBA students will use emotional intelligence to manage resistance to change. Perceptions on emotional competencies were used in the empirical study, and results from the empirical study indicated that emotional intelligence is perceived to be important when resistance to change is managed, therefore this suggests that emotional intelligence might be utilized during change management. Emotional intelligence is learned abilities, and the results suggested that these abilities may have developed throughout the MBA programme. Knowledge gained during the programme from complementary modules can also assist students in the use of emotional intelligence during the management of resistance to change. It is recommended that managers are encouraged to become aware of emotions during change initiatives and that training programmes may include emotional intelligence. More research is also needed to validate the importance and need for emotional intelligence skills in the management of resistance to change.
Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2009.

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Ahlén, Kristoffer, Erik Benjaminsson, and Jesper Hedegärd. "Improving the Order Receiving Process : Case Study: Ekmans AB." Thesis, Jönköping University, JIBS, EMM (Entrepreneurship, Marketing, Management), 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-12821.

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Purpose

The purpose of the thesis is to identify problems cooperating departments suffer from, create solutions and discover ways to successfully implement the changes. A case study of Ekmans AB has been conducted to accomplish this.

Background

In today’s business world competition is fiercer than ever. New companies enter the market and new technologies and working methods are introduced which requires the companies to work proactivelyto foresee opportunities. But even if the companies are aware of all these external factors, they also need to look internally to see what they can improve and make more efficient in order to stay competitive. Therefore, it is important for companies to be ready to change both structure and culture to be more efficient.

Method

The method is based on a qualitative approach with semi-structuredi nterviews. A total of 20 interviews were conducted. The interviewees possess different positions within the company, ranging from the top management down through the organizational hierarchy.

Conclusion

The study shows that problems can arise from miscommunication, outdated ways of handling order receiving and a poorly chosen organizational structure. To solve these problems companies has to realize the importance of change. When modification the organizationa company has to take the organizational culture into consideration. It is important that the employees feel that they are a part of the change instead of just seeing it from sideline. Moreover, the management has to make sure they are thoroughly in their work regarding change; they have to follow up each alteration to make sure that it is actually implemented. Moreover, standardization is the key for organizations wishing improve and become more efficient. The result of the study showed that it is first when these criterions are fulfilled that the company can expect to successfully implement changes.

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Gamiet, Farouk. "Enterprise Architecture (EA) as a governance tool to reduce application duplication study of a duplication: a case South African Provincial Government." Thesis, University of the Western Cape, 2012. http://hdl.handle.net/11394/3788.

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Magister Commercii (Information Management) - MCom(IM)
The aim of this study is to investigate why the implementation of Enterprise Architecture (EA)in the Provincial Government of the Western Cape (PGWC)adopted in 2006,failed to be ineffective to address application duplication.

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Ude, Samuel Ogbonnaya. "Technological Change and Employee Motivation in a Telecom Operations Team." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/900.

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Some managers view innovative product development and convenient service delivery as necessary to business survival. However, unmotivated employees might negate any gains from the use of innovation. The purpose of this correlational study, grounded in diffusion of innovation theory, was to assess the relationship between creativity and support for innovation, resistance to change, and organizational commitment and employee motivation. A random sample of 81 information technology (IT) professionals from telecom service centers completed an online survey. Simultaneous multiple linear regression was the statistical technique used to analyze these data. The results indicated a poor model with low R2 to significantly predicted employee motivation, F (3, 78) = 5.481, p < .002, R2 = .174. In the final model, support for creativity and innovation were significant contributors to employees' motivation. Resistance to change was not a significant predictor to employees' motivation. Although the p-value was significant, the R2 was low and indicated a poor model fit. Future researchers might consider incorporating additional variables to make the model more useful. The implications for positive social change include the potential to enhance telecom managers' understanding of the factors that affect employee motivation; however, managers should consider incorporating additional variables specific to the work environment. Ultimately, a manager's ability to motivate workers is vital for implementing change, particularly when the introduction of technological innovation frequently occurs within an industry. .

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Bergström, Josefin, and Tina Theandersson. ""En väg in" : En socialpsykologisk studie om de anställdas upplevelser kring organisationsförändringen "En väg in"." Thesis, Högskolan i Halmstad, Akademin för hälsa och välfärd, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-27809.

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Syftet med studien är att utifrån ett socialpsykologiskt- och relationellt perspektiv, skapa en djupare förståelse och förklaring för hur medarbetarna på kundservice "En väg in" i Varbergs kommun upplevt denna organisationsförändring. Urvalet bestod av sex medarbetare och två personer ur ledningsgruppen. En kvalitativ metod med semistrukturerade intervjuer har använts, samt en hermeneutisk ansats. För att analyseraoch tolka det empiriska materialet har tidigare forskning och vetenskapliga artiklar valts ut, samt teorierna Jacobsens (2013) förändringsledarskap och motstånd, Maslows behovstrappa (Aronsson m.fl. 2012), Herzbergs tvåfaktorsteori (Aronsson m.fl. 2012, Herzberg [1968]/2003) och McCelland motivationsteori om de mänskliga behoven (Aronsson m.fl. 2012) som kompletteras med, Scheffs (1994) sociala band och differentiering. Det mest centrala som framkommit i studien är betydelsen av bristande kommunikation, delaktighet och kontroll. Samt att medarbetarna haft olika inställningar till förändringen och att avdelningen ej har hunnit skapa en gemensam organisationskultur. Yrkesrollerna hämmar medarbetarna att skapa starka sociala band med varandra.
The purpose of this study is that from a social psychological - and relational perspective, create a deeper understanding and explanation of how the employees of customer service "En väg in" in Varberg municipality experienced this organizational change. The sample consisted of six employees and two individuals from the management team. Qualitative approaches with semi structured interviews were used, as well as a hermeneutical approach. In order to analyze and interpret the empirical material previous research and scientific articles were selected and the theories Jacobsen (2013), change management and resistance, Maslow's hierarchy of needs (Aronsson et al 2012), Herzberg two-factor theory (Aronsson et al 2012, Herzberg [1968] / 2003) and McClelland's motivation theory of human needs (Aronsson et al 2012), supplemented by, Scheff (1994) social bonds and differentiation. The most central that emerged in the results is the importance of lack of communication, participation and control. And that the employees had different settings to the change and that the department has not had the time to create a mutual organizational culture. Professional roles inhibit employees to create strong social bonds with each other.

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Gresset, Constance, and David Morda. "Assessing the human barriers and impact of autonomous driving in transportation activities : A multiple case study." Thesis, Jönköping University, IHH, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-52677.

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Background: The transport industry is facing new challenges such as increased competition between the actors and an increasing shortage of truck drivers. Implementing new technologies such as autonomous driving can represent a solution for companies to increase their competitiveness and gains. However, implementing such an innovative solution leads to a certain resistance to change that has to be dealt with, as well as concerns about the current jobs within the industry. Purpose: The purpose of this thesis is to assess the resistance to change linked to implementing this technology within Logistics Service Providers, provide solutions to overcome this resistance, as well as assessing the impact on jobs. Method: An inductive multiple case study has been used to conduct this research. The data was gathered from 12 semi-structured interviews with experts related to the transport industry. Then, thematic data analysis has been used to provide insights. Conclusion: The results show that the resistance is characterized by barriers to the technology and the resistance from the people, that support and communication is the key factor for successful implementation and that the truck driving professions will evolve considerably.

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Le, Nguyen Hoang. "Managing resistance to information system (IS) change at the pre-implementation stage from the senior management perspective : a case of a commercial bank in Vietnam." Thesis, London Metropolitan University, 2016. http://repository.londonmet.ac.uk/1110/.

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User resistance to information system (IS) change is an important issue in the IS literature. However, despite a large body of user adoption literature, there is far less literature addressing user resistance to IS change, especially in organisational contexts. Moreover, there are still left a number of open questions regarding the why and how resistance takes place. Particularly, previous research failed to explain these questions for two reasons. First, none of the previous research explained the reasons for IS resistance from a multilevel perspective. Second, previous research, with few exceptions, was empirically conducted after IS had been implemented in organisations. Hence, it can be considered to be observations made on downstream results of the upstream resistance process. The two reasons above were used as drivers for this research at the AlphaBank during the preliminary phases of its core banking system (CBS) upgrading project. The ultimate purpose of this study is to develop a framework which will be of use to practitioners for understanding and managing resistance to IS change. Given the complexity of the resistance, explanatory theories guiding the study were argued, discussed, and developed. These guiding theories were based on the open system theory, the political variant of the interaction theory, and the status quo bias theory. The study employed an interpretivist philosophical standpoint and a collaborative practice research (CPR) was adopted. During the study, different methods were designed and conducted including informal discussions, documentation, semi-structure interviews, staff meetings and workshop. In total, twenty eight participants covering different levels of the bank’s hierarchy were involved in the study. Based on the findings, it was concluded that comprehending resistance from a multilevel lens helped the AlphaBank’s managers move beyond a search for a simple explanation of this phenomenon and enabled them to create more meaningful and actionable solutions. The findings contribute to knowledge in a multilevel model for understanding and managing resistance to IS change.

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Denholm, Rachael Ann. "Changes in Antimicrobial Resistance from 1994 to 2011 and Exploring Farm Management Practices Associated with Antimicrobial Resistance in Salmonella on U.S. Beef Feedlots." The Ohio State University, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=osu1492702064126336.

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Kahn, Alek, Yiping Jiang, and Måns Nilsson. "Embracing Transformative Technology to End Worker Exploitation : How Individual Resistance to Change Management Can Explain the Limited Adoption of Worker Monitoring Tools in Multinational Organizations." Thesis, Jönköping University, IHH, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-52778.

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Background: The unethical treatment of factory workers is widespread, especially in developing countries. There is no international legal body with the jurisdiction to uphold universal labor rights. Hence, the responsibility to ensure worker well-being falls upon the multinational organizations that operate the supply chain. These focal firms often use social auditing; however, recent research reveals that this approach does not incorporate workers' experiences on a consistent basis. To address these shortcomings, a new technology has enabled organizations to connect directly with factory workers, we term the technology digital reporting tools (DRT). Problem: Even though DRT potential is supported, their adoption rate amongst multinational organizations remains minimal. The benefits of these tools cannot be leveraged without firm implementation. In fact, the estimated market size for socially sustainable tools in global supply chains significantly outweighs their investment rates. This discrepancy must be explained to advance the industry. Purpose: This thesis intends to deepen the understanding of individual and group level resistance within the change management field by researching a phenomenon that combines technology and social sustainability: DRTs. By recognizing the internal subjective experiences of potential users of DRT technology, we ultimately hope to inform DRT-providers and focal firms of internal and unrealized bottlenecks that hinder the adoption of these tools. Method: The thesis employs an inductive research approach with a qualitative research design based on 8 semi-structured interviews. All respondents are potential users of the technology within focal firms. Result: Upon researching the experience of potential users, we find that their willingness to suggest DRT to upper management is the primary mechanism that impacts adoption. We partitioned willingness to suggest into two aggregate dimensions: perceived acceptance of upper management and organizational culture. We find potential users hold an internal need to pitch DRT to upper management in monetary terms. Furthermore, half of DRT utility was unknown by respondents. Lastly, we correlate the sub-theories of change management to the different factors we identified.

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Fjellborg, Annakaisa, and Matilda Haake. "En mellanchefs roll i ett förändringsarbete : En fallstudie om hur ett förändringsarbete påverkar en mellanchef." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-354498.

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Change is a timeless phenomenon that takes place in organizations daily. Research shows that middle managers are often perceived as opponents of organizational change. On the other hand, research also shows that their role is very important for implementing change. This qualitative study examines the potential challenges that may arise during the implementation of change. The study also aims to highlight the individual’s experience of the middle manager’s role during a change created by the upper line. Our choice of research methodology includes semi-structured interviews. The study consists of interviews of five middle managers in the Primary care of Region Gotland. The theoretical framework has been used as a guideline in the process of creating interview questions. The theory of the research study is constructed using theories about change management, change resistance, job satisfaction and the role of the middle manager. Our empirical data has been analyzed with selected theories. Our research indicates that the middle managers often end up in a conflict of roles. The most noticeable challenge for middle managers is the need to prioritize their roles. This often occurs due to a lack of resources.
Förändring är ett tidlöst fenomen som dagligen sker i alla organisationer. Forskning visar å ena sidan att en mellanchef ofta ses som en motståndare till förändring. Å andra sidan ses en mellanchefs roll som avgörande för att implementera och realisera en förändring. Syftet med studien var att utifrån ett mellanchefsperspektiv beskriva de utmaningar som upplevs i samband med ett, från ledningen skapat, förändringsarbete. Studien avsåg även att diskutera de bakomliggande orsakerna till utmaningarna. Studiens datainsamling har genomförts med hjälp av semistrukturerade intervjuer på det valda fallföretaget, primärvården inom Region Gotland. Semistrukturerade intervjuer har genomförts med fem verksamhetschefer på samtliga av Region Gotlands vårdcentraler, både i egenregi men även de privata aktörerna. Studiens teori har baserats på forskning om en mellanchefs roll i ett förändringsarbete, förändringsprocessen, förändringsmotstånd samt motivations- och hygienfaktorer. Den teoretiska referensramen har även använts som grund för att ta fram frågorna till studiens intervjuguide. Resultatet av studien visar på att en mellanchefs roll är komplex och att en mellanchef möter på ett stort antal utmaningar i ett förändringsarbete. En mellanchefs främsta utmaning är att hen måste prioritera mellan olika roller som behöver intas i ett förändringsarbete. Bakgrunden till problematiken är tidsbrist, vilket överensstämmer med tidigare forskning inom ämnet. Studien visar även på att faktorer såsom stöd, delaktighet samt återkoppling bör vara uppfyllda för att uppnå ett lyckat förändringsarbete, vilket tillika kan antas vara några av förändringsarbetets utmaningar. Det är även en utmaning för en mellanchef att motiveras till att genomföra en förändring om inte hygienfaktorerna föreligger. Det främsta bidraget från studien är således en beskrivning av individer i en mellanchefsposition samt deras upplevelser av de utmaningar som uppstår genom ett, från ledningen, initierat förändringsarbete.

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Lord, Robyn. "Understanding Long-Standing Belief Systems in Business: A Qualitative Study of the Equine Industry." Scholar Commons, 2018. https://scholarcommons.usf.edu/etd/7544.

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Change management is a highly researched topic. With industry changing at record speed, it is inevitable that corporations will engage in a change management endeavor. As humans innately resist change at first exposure, corporations strive to acquire knowledge in adoption. It may not be enough to understand status quo proponents, but rather their underlying long-standing belief systems which may be affecting how they view change. What makes an employee resist corporate change? Most studies conclude that humans will resist innately. This research dives into the unique environment of the equine industry to uncover how long-standing belief systems contribute to adoption or resistance. The motivation for this research began with a fascination with long-standing belief systems within the equine industry. The unique environment of the equine industry is steeped in centuries of tradition, and while housing long-standing belief systems that are time-tested and passed down from generation to generation, in most cases, without awareness. The industry is currently experiencing a phenomenon that has never taken place: a change is occurring that is positioning two equine factions, natural and traditional, against each other in opposing viewpoints. Some view this change as the start of a paradigm shift; others view it as a fad. The nature of natural horsemanship is now up for debate. The study was conducted by using qualitative data collection in a semi-structured format. Forty-one (41) equine leaders in natural and traditional hoof care and horsemanship were recorded in over 30 hours of data. The interview model included not only the industry leaders proposing or resisting change but also the professionals in the industry working in the field, experiencing the conflict first hand. The research presented revealed an interesting finding. Although 61 codes were identified, a specific area within the study revealed a “hybrid” group of codes amongst the traditional horsemen in hoof care and horsemanship. Leaders who are advocating for the status quo showed levels of natural adoption that was unexpected. The research pivoted to the areas of traditional resistors and traditional adopters. The main objective is to decipher why some members of the industry are adopting while others are resisting. As adoption is the main objective for change management, uncovering the reasons for resisting seemed to dictate the data more prevalently. From this research, it can be deduced that there is significant evidence to support the findings that people who resist change may have these characteristics or traits in their belief system: Strong traditional beliefs such as culture and history, honor-driven, strong religious ties, defensive by nature, communicate well, believe safe, minimal adaptation (innovation), and consider themselves to be trustworthy and responsible, are people-oriented and outgoing. According to this research, people with those traits and characteristics are more apt to resist change and may be a potential problem when instituting change in an organization. This research points towards the significant evidence to support the findings that people who resist change may have these characteristics or traits in their belief system: Frustration in industry or a sense of apathy, open-mindedness or flexibility, vulnerability, communicate well, family ties, controlling and shows hero tendencies. Not many other industries can report that it has remained unchanged over time, even in the face of industrial revolution, war, and domestication. However, in the past 20 years, the equine industry has been divided through a new belief system that is challenging these time-tested traditions and beliefs regarding hoof care and horsemanship. The natural horse viewpoint has created an opposing faction to the traditional belief system that governed horse care and welfare since the dawn of time. The qualitative data that was gathered for this research allows for the synthesis of the proposed paradigm shift and opposing force analysis. Although not a true paradigm shift to date, these two factions, natural and traditional, are dividing the industry in two. Not a more perfect scenario could be present to study long-standing belief systems in relation to adoption and resistance to change. The Hybrid Adaptation Model was formed from the qualitative data provided by 41 industry experts through the grounded theory method. This model can be used to navigate through the change management process. This research revealed a theory that adaptation must occur prior to adoption and partial adoption may cause a “hybrid” sector.

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Paiva, Danielle Soares. "Análise de um processo de mudança organizacional: o caso do projeto de implantação do sistema de gestão integrado no senai-ba." Universidade Federal da Bahia, 2009. http://www.adm.ufba.br/sites/default/files/publicacao/arquivo/danielle_soares_paiva.pdf.

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Esta dissertação tem por objetivo analisar, sob a ótica do público interno, sob quais perspectivas residem as principais resistências ao processo de mudança organizacional ocorridas numa organização sem fins lucrativos, a partir da implantação do Sistema de Gestão Integrado (SGI). O presente estudo foi realizado no Serviço Nacional de Aprendizagem Industrial – Departamento Regional da Bahia (SENAI-BA) ao longo do período de 2006 a 2009. Realizou-se uma pesquisa bibliográfica sobre o tema mudança organizacional e suas resistências. A estratégia de pesquisa utilizada foi estudo de caso único exploratório e essencialmente qualitativo, com procedimentos metodológicos que incluíram análise documental, realização do grupo focal, observação participante e entrevistas com gerentes de Unidades Operacionais e membros da alta direção. A partir dos resultados obtidos, conclui-se que do processo de mudança organizacional vivenciado pela organização, quando da implantação do SGI, as resistências mais significativas estão concentradas nas perspectivas política, humana e cultural.
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Dumaine, Rémy. "How Changes Management Allows to Contain Risk and to Achieve Goals While an ERP Implementation Within a Company in Multicultural and International Context ?" Master's thesis, Vysoká škola ekonomická v Praze, 2015. http://www.nusl.cz/ntk/nusl-201661.

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Since the invention of the first computer in 1937 by John Vincent Atanasoff and Clifford Berry the process of computerisation within companies is still increasing. Nowadays, the Enterprise Resource Planning software can be seen as one of the most used software in the world. In the 1990s the price of a stock option could increase just with the public announcement of an ERP implementation within the company. It was generally synonym of rigor, data traceability, and control and best practice integration. However, in 2015 through various case studies, observations and records, we can claim that this kind of software cause a lot of changes such as organizational changes, employee's tasks changes or business practices. This paper will explain the role of Change Management during an ERP implementation project. We will analyse the importance of this management area in this kind of project and we will observe that change management has to be taken into account in order to reach objectives and containing goals. In order to illustrate this idea, we will compare two different companies. First the report of the ERP implementation will be done for the French firm EVERIAL. It summarizes 15 months of personal observations within this project where I worked as Key User implementing SAGE X3 ERP for the Purchase module April 2013 to July 2014. Then the second company is described from a case study. It is a Chinese company with Chinese business culture, which succeed first with a home custom designed ERP implementation. However it failed to implement Western ERP called SAP R3. From both EVERIAL and the Chinese company we will analyse the importance of Change Management during the implementation step. Moreover, an analysis of business culture in this kind of project will be done in order to emphasis the role of change management when Western best practices are implemented in Asian Company with a strong local culture.

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Dissertations / Theses on the topic 'Resistance and change management'

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