Log in

Relevant bibliographies by topics / Resistance and change management / Journal articles

To see the other types of publications on this topic, follow the link: Resistance and change management.

Journal articles on the topic 'Resistance and change management'

Author: Grafiati

Published: 4 June 2021

Last updated: 3 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Resistance and change management.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

1

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

Full text

APA, Harvard, Vancouver, ISO, and other styles

2

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

Full text

Abstract:

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

APA, Harvard, Vancouver, ISO, and other styles

3

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

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

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

Full text

Abstract:

The problem in organizational change projects is that people often resist organizational change. Many change projects in organizations do not reach their goals. The question is why? This paper investigates how prospect theory can be used to explain people’s resistance to organizational change. Prospect theory is based on research from Kahneman and Tversky. If we know why people resist organizational change, we as leaders can do something to promote the change project. The objective of this article is to advise managers and leaders on ways of reducing resistance to organizational change. The au

APA, Harvard, Vancouver, ISO, and other styles

5

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

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

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

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

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

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

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

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

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

Full text

Abstract:

Success in management depends largely on the manager?s strategic leadership ability, self-discipline, reflexivity, and quality of management training received. Recently, strategic management skills have become a major concern in project management; it has been identified that almost 90% of projects fail to deliver value. This shortfall was further highlighted by a recent survey commissioned by IBM Global Business Services involving over 1,500 change practitioners. This study assessed strategies of business, operations, organisational change and technology in order to examine how organisations

APA, Harvard, Vancouver, ISO, and other styles

10

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

Full text

Abstract:

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

APA, Harvard, Vancouver, ISO, and other styles

11

Bateh, Justin, Mario E. Castaneda, and James E. Farah. "Employee Resistance To Organizational Change." International Journal of Management & Information Systems (IJMIS) 17, no. 2 (2013): 113. http://dx.doi.org/10.19030/ijmis.v17i2.7715.

Full text

Abstract:

As change management becomes an essential ingredient of organizations performance, the body of literature describing successful and unsuccessful change management initiatives continues to expand. Numerous articles and studies provide an insight into the nature of change management and its most common pitfalls. The most recurring themes include resistance to change, readiness for change, leadership effectiveness, employee commitment and participation in change initiatives, and the roles and competencies needed to ensure the success of strategic change. The present article focuses on one of thes

APA, Harvard, Vancouver, ISO, and other styles

12

Fine, Sara. "CHANGE AND RESISTANCE." Bottom Line 5, no. 1 (1992): 18–23. http://dx.doi.org/10.1108/eb025316.

Full text

APA, Harvard, Vancouver, ISO, and other styles

13

Greiner, Larry E. "Resistance to Change During Restructuring." Journal of Management Inquiry 1, no. 1 (1992): 61–65. http://dx.doi.org/10.1177/105649269211010.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

Spicer, André. "Book Review: Resistance for Change." Organization 13, no. 3 (2006): 455–58. http://dx.doi.org/10.1177/1350508406066251.

Full text

APA, Harvard, Vancouver, ISO, and other styles

15

Kogetsidis, Harry. "Change Management." International Journal of Information Technologies and Systems Approach 6, no. 2 (2013): 1–12. http://dx.doi.org/10.4018/jitsa.2013070101.

Full text

Abstract:

The rate with which change occurs has increased dramatically over the years. At the same time, the change management literature is full of claims about the high failure rate of change implementation programmes in organisations. In this position paper a case is made that change initiatives frequently fail because they are not holistic in nature. The paper argues that change can be managed more effectively if the various interconnected and interacting elements of the system are identified, the divergent interests of the various stakeholders are recognised, and the entire change process is manage

APA, Harvard, Vancouver, ISO, and other styles

16

Linstead, Stephen. "Resistance and return: power, command and change management." Studies in Cultures, Organizations and Societies 3, no. 1 (1997): 67–89. http://dx.doi.org/10.1080/10245289708523488.

Full text

APA, Harvard, Vancouver, ISO, and other styles

17

Brosnan, James T., Michael W. Barrett, and Prasanta C. Bhowmik. "Herbicide resistance in turfgrass: a chance to change the future?" Weed Technology 34, no. 3 (2020): 431–36. http://dx.doi.org/10.1017/wet.2020.28.

Full text

Abstract:

AbstractHerbicide resistance has for decades been an increasing problem of agronomic crops such as corn and soybean. Several weed species have evolved herbicide resistance in turfgrass systems such as golf courses, sports fields, and sod production—particularly biotypes of annual bluegrass and goosegrass. Consequences of herbicide resistance in agronomic cropping systems indicate what could happen in turfgrass if herbicide resistance becomes broader in terms of species, distribution, and mechanisms of action. The turfgrass industry must take action to develop effective resistance management pr

APA, Harvard, Vancouver, ISO, and other styles

18

Furxhi, Gentisa. "Employee’s Resistance and Organizational Change Factors." European Journal of Business and Management Research 6, no. 2 (2021): 30–32. http://dx.doi.org/10.24018/ejbmr.2021.6.2.759.

Full text

Abstract:

Organizations need to change due to challenges they are facing caused by the dynamic environment where they operate. Also, organizations undertake changes because they have new ideas to improve their performance. So, organizational changes are imposed by factors of external or internal environment. The aim of every change is to improve organizational performance by increasing its effectiveness. Sometimes, changes are proposed during crises time. In crisis’s situation, organizations need to cut their costs, and the most common change is reducing staff. In every situation, change is someth

APA, Harvard, Vancouver, ISO, and other styles

19

Pereira, Veridiana Rotondaro, Antonio Cesar Amaru Maximiano, and Diógenes de Souza Bido. "Resistance to change in BPM implementation." Business Process Management Journal 25, no. 7 (2019): 1564–86. http://dx.doi.org/10.1108/bpmj-07-2018-0184.

Full text

Abstract:

Purpose The purpose of this paper is to investigate individuals’ attitudes toward organizational change, considering each phase of a business process management (BPM) implementation and some antecedents of resistance as hierarchical position, sector and trust in management. Design/methodology/approach The study examines employees’ attitudes toward BPM change in the Brazilian market. To measure resistance to organizational change, the research adopted the change attitude scale developed by Oreg (2006). As potential antecedents for resistance, hierarchical position, sector and trust in managemen

APA, Harvard, Vancouver, ISO, and other styles

20

LeTourneau, Barbara. "Managing Physician Resistance to Change." Journal of Healthcare Management 49, no. 5 (2004): 286–88. http://dx.doi.org/10.1097/00115514-200409000-00003.

Full text

APA, Harvard, Vancouver, ISO, and other styles

21

O′Connor, Carol A. "Resistance: The Repercussions of Change." Leadership & Organization Development Journal 14, no. 6 (1993): 30–36. http://dx.doi.org/10.1108/01437739310145615.

Full text

APA, Harvard, Vancouver, ISO, and other styles

22

Nadim, Abbas, and Parbudyal Singh. "Leading change for success: embracing resistance." European Business Review 31, no. 4 (2019): 512–23. http://dx.doi.org/10.1108/ebr-06-2018-0119.

Full text

Abstract:

Purpose Organizational change is one of the most researched issues in management and leadership. Change is generally viewed as necessary, with positive outcomes for all stakeholders. Resistance is consequently seen as a surprising outcome. However, much of the management literature focuses on change as organizational dynamics-driven, especially by those at the top, in the interests of those at the top, often with scant attention to the role of employees. The purpose of this paper is to take a different perspective, grounded in the systems theory. Design/methodology/approach This is a conceptua

APA, Harvard, Vancouver, ISO, and other styles

23

Drake, Helen, and Susan Milner. "Change and resistance to change: The political management of europeanisation in France." Modern & Contemporary France 7, no. 2 (1999): 165–78. http://dx.doi.org/10.1080/09639489908456484.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Dalton, Kevin, and Liz Kennedy. "Management culture in Romania: Patterns of change and resistance." Journal of East European Management Studies 12, no. 3 (2007): 232–59. http://dx.doi.org/10.5771/0949-6181-2007-3-232.

Full text

APA, Harvard, Vancouver, ISO, and other styles

25

van Marrewijk, Alfons. "Digging for Change." Project Management Journal 49, no. 3 (2018): 34–45. http://dx.doi.org/10.1177/8756972818770590.

Full text

Abstract:

Delivering organizational change through interorganizational projects is a complex process, as several organizations must collaborate. The aim of this article is to understand how change and resistance are shaped in interorganizational projects. This article discusses a longitudinal case study (2012–2016) of an interorganizational project in the utility sector. The findings of the study describe four practices that both enabled and constrained change. The contribution of the article is an extension of our understanding of change and resistance in projects with the introduction of the notion of

APA, Harvard, Vancouver, ISO, and other styles

26

Geller, E. Scott. "Leadership to Overcome Resistance to Change." Journal of Organizational Behavior Management 22, no. 3 (2003): 29–49. http://dx.doi.org/10.1300/j075v22n03_04.

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

Lattuch, Frank, Mathias Weigert, and Frank Riemenschneider. "Trugschlüsse im Change Management." Der Betriebswirt 54, no. 4 (2013): 10–14. http://dx.doi.org/10.3790/dbw.54.4.10.

Full text

Abstract:

Unternehmenstransformationen sind immer einzigartig in ihrer Natur, dennoch weisen sie Parallelen auf, die Gründe für ein Projektscheitern sein können. Die Begleitung von umfangreichen Veränderungsprojekten hat gezeigt, dass gewisse Annahmen hinsichtlich Widerstand, Projektsteuerung, Projektinitiierung und Projektplanung zu Trugschlüssen im Transformationsmanagement führen können. Zu jedem dieser Trugschlüsse werden Lösungsansätze diskutiert, die Change Managern zum besseren Verständnis und Umgang mit dem Change Phänomen verhelfen. Organizational transformations are always unique in nature. Ho

APA, Harvard, Vancouver, ISO, and other styles

28

van Dijk, Rebecca, and Rolf van Dick. "Navigating Organizational Change: Change Leaders, Employee Resistance and Work-based Identities." Journal of Change Management 9, no. 2 (2009): 143–63. http://dx.doi.org/10.1080/14697010902879087.

Full text

APA, Harvard, Vancouver, ISO, and other styles

29

Masekela, Belinda, and Rita Nienaber. "A Change Management Framework to Support Software Project Management." International Journal of Knowledge Society Research 1, no. 4 (2010): 54–68. http://dx.doi.org/10.4018/jksr.2010100105.

Full text

Abstract:

In today’s global marketplace, organizations are continually faced with the need to change their structures and processes to attain a competitive advantage. Implementation of new technology and information management systems results in inevitable changes in organizational procedures impacting on the people involved. Resistance to change may impact on this process and contribute to failure of this system. Managing change in an effective and efficient manner may negate this impact. This paper compiles a set of guidelines to support change which involves the incorporation of technology in an orga

APA, Harvard, Vancouver, ISO, and other styles

30

Ik, Muo, and Adebayo Adepoju Azeez. "ORGANISATIONAL GREEN BEHAVIOURAL CHANGE: THE ROLE OF CHANGE MANAGEMENT." International Journal of Entrepreneurial Knowledge 8, no. 1 (2020): 34–48. http://dx.doi.org/10.37335/ijek.v8i2.98.

Full text

Abstract:

The pervasive environmental crisis across the globe has been traced to unsustainable business practices of corporations. This live-threatening phenomenon continues to generate vivacious debates, with scholars and other green stakeholders suggesting certain behavioral patterns as a solution to the scourge. However, while some organisations are realising the need for green processes and behaviors to key to sustainability practices, they are being confronted with the dilemma of the most effective ways to go about it. Organizational Green Behaviour Change (OGBC) the process actually requires compl

APA, Harvard, Vancouver, ISO, and other styles

31

Shaukat, Rumaisa. "Resistance to Change: An Information Processing Perspective." International Journal of Knowledge, Culture, and Change Management: Annual Review 4, no. 1 (2005): 0. http://dx.doi.org/10.18848/1447-9524/cgp/v04/50239.

Full text

APA, Harvard, Vancouver, ISO, and other styles

32

Collins, Joshua C., and Yogita Abichandani. "Change in the Face of Resistance." Advances in Developing Human Resources 18, no. 1 (2015): 11–25. http://dx.doi.org/10.1177/1523422315614928.

Full text

Abstract:

The Problem The Indian economy is one of the fastest growing in the world, but that growth is not accessible to all people. Women who exit the workforce and return face challenges that make staying more difficult. Challenges include poor perception of the likelihood of success, child care, time management, and work–family role balance. As a result, the process of returning to work demotivates many Indian women returnees (IWRs). The Solution The purpose of this article was to examine the cultural, social, and economic components of Indian women’s lives that may contribute to difficulties faced

APA, Harvard, Vancouver, ISO, and other styles

33

Baker, H. E. "Dynamics of Change: Precipitated Resistance To Change in the Classroom." Journal of Management Education 13, no. 4 (1989): 134–37. http://dx.doi.org/10.1177/105256298801300417.

Full text

APA, Harvard, Vancouver, ISO, and other styles

34

Deline, Mary Beth. "Framing Resistance: Identifying Frames That Guide Resistance Interpretations at Work." Management Communication Quarterly 33, no. 1 (2018): 39–67. http://dx.doi.org/10.1177/0893318918793731.

Full text

Abstract:

Programs aimed at implementing change in organizations regularly experience high failure rates. Exploring resistance to change is one promising way to better understand what might be done to improve these rates. Resistance to change has often been envisioned as employee noncompliance with one-way change messages. This study instead conceptualizes resistance as an interpretive system between implementers and employees. The project developed a grounded typology of the interpretive structures that employees and implementers used to interpret others’ behaviors as resistance or not. Four frames (or

APA, Harvard, Vancouver, ISO, and other styles

35

Vos, Janita F. J., and Joyce Rupert. "Change agent's contribution to recipients' resistance to change: A two-sided story." European Management Journal 36, no. 4 (2018): 453–62. http://dx.doi.org/10.1016/j.emj.2017.11.004.

Full text

APA, Harvard, Vancouver, ISO, and other styles

36

Onstad, David W., Paul D. Mitchell, Terrance M. Hurley, et al. "Seeds of Change: Corn Seed Mixtures for Resistance Management and Integrated Pest Management." Journal of Economic Entomology 104, no. 2 (2011): 343–52. http://dx.doi.org/10.1603/ec10388.

Full text

APA, Harvard, Vancouver, ISO, and other styles

37

Klaus, Tim, J. Ellis Blanton, and Stephen C. Wingreen. "User Resistance Behaviors and Management Strategies in IT-Enabled Change." Journal of Organizational and End User Computing 27, no. 1 (2015): 57–76. http://dx.doi.org/10.4018/joeuc.2015010103.

Full text

Abstract:

Information Technology (IT) is often used in organizations as a tool to enable change. However, as organizations switch to different vendors, upgrade their systems, or implement new systems, widespread user resistance is often encountered. Resistant behaviors often occur in these large-scale system implementations because the implementation transforms the jobs of employees and mandates system use. In order to understand resistant behaviors better as well as management strategies to minimize these behaviors, this study uses a focus group and qualitative semi-structured interviews. Based on the

APA, Harvard, Vancouver, ISO, and other styles

38

BODNAR, OKSANA, and OKSANA HORISHNA. "MECHANISMS FOR OVERCOMING RESISTANCE TO CHANGES IN GENERAL SECONDARY EDUCATION INSTITUTIONS." Scientific Issues of Ternopil Volodymyr Hnatiuk National Pedagogical University. Series: pedagogy, no. 2 (April 6, 2021): 180–89. http://dx.doi.org/10.25128/2415-3605.20.2.24.

Full text

Abstract:

The article considers the peculiarities of the impact of resistance to change on the functioning of general secondary education. The urgency of the problem is due to the fact that effective change management is interrelated with the development of an innovative educational environment and is an important component of the competitiveness of the educational institution. Therefore, the task of the head of the educational institution is to increase awareness and understanding of the essence of changes in the sensory environment and minimize their negative impact on all participants in the educatio

APA, Harvard, Vancouver, ISO, and other styles

39

Callaly, Tom, and Dinesh Arya. "Organizational Change Management in Mental Health." Australasian Psychiatry 13, no. 2 (2005): 120–23. http://dx.doi.org/10.1080/j.1440-1665.2005.02173.x.

Full text

Abstract:

Objective: To discuss change management as applicable to mental health. Conclusions: As mental health care grows increasingly complex, and the network of accountability widens, change is both inevitable and necessary. Strategies to introduce change effectively are essential. Resistance by medical staff to change often has a sound basis and must be acknowledged and explored. Change in clinical systems and practice is facilitated by careful planning and preparation, and by engaging clinicians in all phases of the change process; change will fail if this is not achieved. A number of management mo

APA, Harvard, Vancouver, ISO, and other styles

40

Lines, Brian C., Kenneth T. Sullivan, Jake B. Smithwick, and Josh Mischung. "Overcoming resistance to change in engineering and construction: Change management factors for owner organizations." International Journal of Project Management 33, no. 5 (2015): 1170–79. http://dx.doi.org/10.1016/j.ijproman.2015.01.008.

Full text

APA, Harvard, Vancouver, ISO, and other styles

41

Heath, Michele, and Tracy H. Porter. "Change management overlooked: physician perspectives on EHR implementation." American Journal of Business 34, no. 1 (2019): 19–36. http://dx.doi.org/10.1108/ajb-09-2017-0028.

Full text

Abstract:

PurposeThe purpose of this paper is to gain understanding into the human factors which might impede the change process. Change is inevitable in contemporary organizations and particularly within the healthcare field with respect to information technology (IT). Regardless of the amount of literature surrounding change management process organizational leaders will often ignore the human factors associated with the introduction of new IT.Design/methodology/approachThis study sought to examine physician resistance surrounding the Electronic health record (EHR) change process through the lens of e

APA, Harvard, Vancouver, ISO, and other styles

42

Klonek, Florian E., Nale Lehmann-Willenbrock, and Simone Kauffeld. "Dynamics of Resistance to Change: A Sequential Analysis of Change Agents in Action." Journal of Change Management 14, no. 3 (2014): 334–60. http://dx.doi.org/10.1080/14697017.2014.896392.

Full text

APA, Harvard, Vancouver, ISO, and other styles

43

Collange, Véronique, and Adrien Bonache. "Overcoming resistance to product rebranding." Journal of Product & Brand Management 24, no. 6 (2015): 621–32. http://dx.doi.org/10.1108/jpbm-10-2014-0730.

Full text

Abstract:

Purpose – The purpose of this article is to understand how and why consumers resist or accept product rebranding. It seeks to identify and to quantify the drivers of attitudes toward this marketing practice to guide marketing managers in the execution of an effective changeover. Design/methodology/approach – The research is conducted in three stages. First, a qualitative study is run among 45 consumers to identify variables that might influence attitudes toward product rebranding. Second, a review of literature on the emotion of surprise is carried out to specify the relationships between the

APA, Harvard, Vancouver, ISO, and other styles

44

Stanley, David J., John P. Meyer, and Laryssa Topolnytsky. "Employee Cynicism and Resistance to Organizational Change." Journal of Business and Psychology 19, no. 4 (2005): 429–59. http://dx.doi.org/10.1007/s10869-005-4518-2.

Full text

APA, Harvard, Vancouver, ISO, and other styles

45

Walsh, Michael F., and John Lipinski. "Unhappy Campers: Exploring Consumer Resistance to Change." Journal of Travel & Tourism Marketing 25, no. 1 (2008): 13–24. http://dx.doi.org/10.1080/10548400802164863.

Full text

APA, Harvard, Vancouver, ISO, and other styles

46

Angonese, Rodrigo, and Carlos Eduardo Facin Lavarda. "Analysis of the Factors Affecting Resistance to Changes in Management Accounting Systems." Revista Contabilidade & Finanças 25, no. 66 (2014): 214–27. http://dx.doi.org/10.1590/1808-057x201410810.

Full text

Abstract:

Despite changes in the environment and management accounting practices, studies indicate that management accounting systems do not change or change at a much slower rate than expected. The stability of the management accounting systems used by companies may relate to resistance to changing these systems. This study analyzes the factors that contribute to resistance to implementing an integrated management system from the perspective of institutional theory, grounded in the old institutional economics. Methodologically, this study provides a qualitative assessment of the problem and a descripti

APA, Harvard, Vancouver, ISO, and other styles

47

Starr, Karen. "Principals and the Politics of Resistance to Change." Educational Management Administration & Leadership 39, no. 6 (2011): 646–60. http://dx.doi.org/10.1177/1741143211416390.

Full text

Abstract:

Governments hold principals accountable for leading and managing significant change for school improvement, primarily demonstrated through enhanced student test results. Research evidence suggests, however, that schools are slow to change, that many individuals are resistant to major change and that school reforms are often cursory or short lived. The stakes for principals to produce measurable improvements are rising, as are disincentives for failure. This article discusses the experiences of Australian principals overseeing major change in the context of rapid structural and policy reform. I

APA, Harvard, Vancouver, ISO, and other styles

48

Calabrese, Raymond L. "The ethical imperative to lead change: overcoming the resistance to change." International Journal of Educational Management 17, no. 1 (2003): 7–13. http://dx.doi.org/10.1108/09513540310456347.

Full text

APA, Harvard, Vancouver, ISO, and other styles

49

Smollan, Roy K. "The multi-dimensional nature of resistance to change." Journal of Management & Organization 17, no. 6 (2011): 828–49. http://dx.doi.org/10.1017/s1833367200001206.

Full text

Abstract:

AbstractResistance to organizational change has too often been portrayed in a limited way, usually as a negative behavioural response of first-level employees. While the academic literature has identified a number of dimensions of resistance, it has not assembled them in one study. Therefore, the aims of this article are firstly to explore resistance to change as a more complex multi-dimensional concept, secondly to examine how actors at various hierarchical levels react to organizational change and thirdly how they construct the meaning of the term resistance. The findings of a qualitative st

APA, Harvard, Vancouver, ISO, and other styles

50

Smollan, Roy K. "The multi-dimensional nature of resistance to change." Journal of Management & Organization 17, no. 6 (2011): 828–49. http://dx.doi.org/10.5172/jmo.2011.17.6.828.

Full text

Abstract:

Abstract Resistance to organizational change has too often been portrayed in a limited way, usually as a negative behavioural response of first-level employees. While the academic literature has identified a number of dimensions of resistance, it has not assembled them in one study. Therefore, the aims of this article are firstly to explore resistance to change as a more complex multi-dimensional concept, secondly to examine how actors at various hierarchical levels react to organizational change and thirdly how they construct the meaning of the term resistance. The findings of a qualitative s

APA, Harvard, Vancouver, ISO, and other styles

We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!