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Littérature scientifique sur le sujet « Resistance to the change »

Auteur : Grafiati

Publié le 4 juin 2021

Mis à jour le 4 février 2022

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Articles de revues sur le sujet "Resistance to the change"

Inandi, Yusuf, Binali Tunc et Fahrettin Gilic. « School administrators’ leadership styles and resistance to change ». International Journal of Academic Research 5 (15 octobre 2013) : 196–203. http://dx.doi.org/10.7813/2075-4124.2013/5-5/b.30.

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Fine, Sara. « CHANGE AND RESISTANCE ». Bottom Line 5, n^o 1 (janvier 1992) : 18–23. http://dx.doi.org/10.1108/eb025316.

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Dent, Eric B., et Susan Galloway Goldberg. « “Resistance to Change” ». Journal of Applied Behavioral Science 35, n^o 1 (mars 1999) : 45–47. http://dx.doi.org/10.1177/0021886399351005.

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Coyle, Maureen. « Understanding Resistance to Climate Change Resistance ». International Journal of Aging and Human Development 80, n^o 1 (décembre 2014) : 76–86. http://dx.doi.org/10.1177/0091415015591111.

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Pink, D. A. C., et P. Hand. « Plant resistance and strategies for breeding resistant varieties ». Plant Protection Science 38, SI 1 - 6th Conf EFPP 2002 (1 janvier 2002) : S9—S14. http://dx.doi.org/10.17221/10310-pps.

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An explanation of the ‘boom-bust’ cycle of resistance breeding was provided by the gene-for-gene relationship between a pathogen and its host. Despite this understanding, most R genes continued to be deployed singly and resistance has been ephemeral. The reasons for breeding ‘single R gene’ varieties are discussed. Alternative strategies for the deployment of R genes and the use of quantitative race non-specific resistance have been advocated in order to obtain durable resistance. The feasibility of both of these approaches is discussed taking into account the impact of technologies such as plant transformation and marker-assisted selection. A change in focus from durability of the plant phenotype to that of the crop phenotype is advocated.

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Prashanth, K. C., et Veena M. « APPRAISING REVERBERATIONS OF RESISTANCE TO CHANGE ». International Journal of Advanced Research 9, n^o 06 (30 juin 2021) : 298–301. http://dx.doi.org/10.21474/ijar01/13014.

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Organizations in this sublimating environment on one hand entail continuous change through structured process of building capacity and enhance organization effectiveness by developing, improving and reinforcing behaviour, structure, technological processes with integrated organizational strategy. However on the other hand, during the change process they counter bottlenecks from the resistance to change bid by the individual employees, groups and sometimes organization itself. Resistances exhibited may vary in their nature and magnitude from organization to organization. Since, higher education faculty today need to counter changes such as virtual mode of teaching, student and market driven courseware, turbulent pedagogies, etc. This descriptive cum survey study aims to investigate such effects of resistances at VSK University Ballari. Ecosystem of the study encompasses teaching faculty and sample size was chosen to be 82 and is more than Cochran formula. The data was analysed using Chi square analysis and Friedman test. The study revealed that there is an association between the resistance to change and effect on the organization and the amount of association in case of individual and group resistance is stronger.

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Grama, Blanca, et Ramona Todericiu. « Change, Resistance to Change and Organizational Cynicism ». Studies in Business and Economics 11, n^o 3 (1 décembre 2016) : 47–54. http://dx.doi.org/10.1515/sbe-2016-0034.

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AbstractOver the past decades, the focus of the scientists has shifted towards the area of organizational change. The concept has been approached from several perspectives and studied by numerous disciplines and refers to a shift or transformation of an organization, of several components of the organization or of the processes that lie within. Being in an environment characterized by competitiveness and complexity, organizations are under a constant need of change, of progress, while the aim of each change is to improve the aspects that make this happen. The dynamics of the labour force market has contributed to the creation of an environment in which organizations are permanently facing the need to implement various changes regarding their strategy, structure, processes or culture. Henceforth, the factors that can alter the implementation of change benefit from an increased focus. Understanding the reason for which some employees can resist change can have major financial implications for the organization. When considering the human resources involved in the change, nothing seems simple; most of the times things are not as they should be, and most of the employees experience a resistance to change, sometimes in the form of change-specific cynicism, a notion defined as the belief of employees that the organization in which they work lacks integrity. This paper represents the cultural adaptation of Change-Specific Cynicism Scale (a scale proposed by David J. Stanley in 1998, validated on the Canadian population), to the specifics of the Romanian population and supplies a method of evaluating change-specific cynicism for the specialized literature. Statistic results have shown that the Change-Specific Cynicism Scale has a high level of internal consistency (α=0,84) and can be used exclusively for equivalent populations. Moreover, this paper aims to approach the term organizational cynicism and its role in the context of organizational change.

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Gratz, Erin, et Lisa Looney. « Faculty Resistance to Change ». International Journal of Online Pedagogy and Course Design 10, n^o 1 (janvier 2020) : 1–14. http://dx.doi.org/10.4018/ijopcd.2020010101.

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This study explored university faculty members' willingness to teach online in relation to their resistance to change. Researchers examined whether a relationship exists between resistance to change and motivators or barriers to teaching online. Participants were 131 faculty members of all ranks from a private, comprehensive university in the greater Los Angeles area. Participants reported such barriers as their discipline not being suited to online teaching, an absence of time for online course preparation, and a lack of skills or confidence in teaching online. Reported motivators included financial incentives, increased flexibility, and keeping current with various modes of delivery. Reported barriers were positively correlated with faculty's resistance to change, demonstrating that faculty who were reluctant to change their routines, had negative reactions to the presence of change, and saw short-term change as inconvenient were more likely to see barriers to teaching online. Faculty rank was related to certain study variables. Implications for these findings are discussed.

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Dinges, William D. « Resistance to Liturgical Change ». Liturgy 6, n^o 2 (janvier 1986) : 66–73. http://dx.doi.org/10.1080/04580638609408108.

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Johnston, William P., et Ray C. Oman. « Overcoming Resistance to Change ». Knowledge 11, n^o 3 (mars 1990) : 268–79. http://dx.doi.org/10.1177/107554709001100304.

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Thèses sur le sujet "Resistance to the change"

Erkal, Hakan, et 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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Chawla, Anuradha S. « Organizational change initiatives as predictors of resistance to change ». Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape10/PQDD_0002/MQ43149.pdf.

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Thrailkill, Eric A. « Token reinforcement and resistance to change ». DigitalCommons@USU, 2013. http://digitalcommons.usu.edu/etd/1527.

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Interventions based on a token economy effectively reduce problematic behavior. Yet, treatment gains deteriorate once an intervention is discontinued. It is important to better understand the persistence of behavior maintained by token reinforcement in simple experimental procedures. A Pavlovian association with primary reinforcement is said to endow neutral stimuli (e.g., coins, poker chips, lights, signs, stickers, etc.) with their own function to strengthen behavior as conditioned reinforcers. Behavioral momentum theory suggests that resistance to change under conditions of disruption is the appropriate measure of response strength. However, some animal studies have suggested that conditioned reinforcement may not affect resistance to change of a response. Here, a novel token reinforcement procedure was developed to investigate the resistance to change of responding maintained by token reinforcement. Pigeons responded on a key to produce tokens displayed on a touchscreen monitor in two signaled token-production components. Tokens accumulated over the two production components prior to a common exchange component where pecks to the tokens on the touchscreen produced food reinforcement. Resistance to change of responding maintained by different rates of token reinforcement was assessed by disrupting baseline token-production responding with presession feeding. Token reinforcement rates had inconsistent effects on baseline token-production response rates. However, small effects of token reinforcement rate on resistance to change were found. Results provide weak support for a response-strengthening account of conditioned reinforcement and insightful directions for future studies of token reinforcement in related procedures.

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Bell, Matthew Clay. « Response strength and resistance to change / ». Diss., Connect to a 24 p. preview or request complete full text in PDF format. Access restricted to UC IP addresses, 1997. http://wwwlib.umi.com/cr/ucsd/fullcit?p9732717.

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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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Cochran, Larry. « ORGANIZATIONAL CHANGE AT THE SERVICE DELIVERY LEVEL : AN INVESTIGATION INTO THE PERCEIVED REACTION TO CHANGE INITIATIVES IN MORAL ». Doctoral diss., University of Central Florida, 2006. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/4131.

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As the speed of change increases, federal agencies are challenged more often to develop and implement improvements to existing programs, new programs to meet new needs, or adjustments to programs based on changed circumstances of delivery. Built on the foundation of systems theory, expectancy theory, and field theory, this research seeks to explain why some managers do not propose changes in their organizations---even when the very survival of the organization is at risk. By measuring the fields of influence encountered by managers, we find that the chain of command is supportive of change initiatives. Other organizational elements--human resources and legal staff were measured in this research--are, in general, indifferent about the managers' effort to change. Employees, on the other hand, are strongly opposed to any change with even minimal impact on their work habits and conditions. Based on a survey of 201 managers of Army morale, welfare and recreation activities worldwide, this research views the climate for change from the perspective of the activity manager. There are general findings, along with detailed analysis, that support the need for a change to the environment itself. Executives charged with reviewing and approving activity-initiated changes may find this study useful in developing implementation strategies. Managers may take comfort in knowing that their environment is highly consistent with the experiences of other managers. Support staff--particularly legal and human resources offices--may find the perceptions of managers to be incongruent with the service objectives. We hope that everyone can find enlightenment, or perhaps confirmation of their own experiences, in the responses of these managers, and can use this information productively in the management of their areas of responsibility.
Ph.D.
Department of Public Administration
Health and Public Affairs
Public Affairs: Ph.D.

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AlDossari, Sultan. « Overcoming resistance to change in Saudi Arabian organizations| A correlation study between resistance to change and organizational justice ». Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10251268.

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After 12 years of negotiation, Saudi Arabia joined the World Trade Organization (WTO) in 2005. The impact of joining the WTO has caused many Saudi organizations to change some of their old ways to keep up with competition from all around the world. Foreign investments created a healthy competition that encouraged Saudi Arabian organizations to change, adapt, and thrive in the market. With the need for change, Saudi Arabian organizations are facing employees’ resistance for unknown reasons. The purpose of this study was to analyze the reasons behind resistance to change in Saudi Arabian organizations and suggest approaches to minimize resistance and facilitate successful organizational change. Many researchers have found a relationship between organizational justice and employees’ behavior, especially during organizational change. Additionally, Saudi Arabian culture influences employees’ behavior towards change. Therefore, this correlational study examine the relationship between resistance to change and organizational justice, as well as the relationship between resistance to change and demographic measures in one Saudi Arabian organization. The scales that were used in this study are pre-existing and have been tested for validity and reliability. To measure resistance to change, the researcher used Oreg’s (2003) Resistance to Change Scale, which divides resistance to change into four factors (routine seeking, emotional reaction, short-term focus, and cognitive rigidity), and Colquitt’s (2001) Organizational Justice Scale, which divides organizational into four dimensions (distributive, procedural, interpersonal, and informational). A total of 55 completed surveys were collected with 76.4% male respondents, and 85.5% under the age of 40 years old, which showed how young and male dominant the workforce is in Saudi Arabia. The study concluded that the organizational justice dimensions of procedural and interpersonal justice have a negative significant relationship with employees’ resistance, especially the short-term focus factor. Moreover, from the demographic measures, the age factor also had a significant negative relationship with resistance to change, mostly with the short-term focus factor.

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Toribio, Toribio Carlos, et Hernández Raúl García. « Coping with Resistance to Change in Organizations ». Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-12850.

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Globalization, new technologies, culture shifts are some of the factors contributing to the fast-moving environment where organizations develop their activities. As a consequence, organizations have to change more frequently in response to the environment. The ability to manage change effectively has become crucial. However, recent research shows that 2 out of 3 change initiatives fail. Resistance to change is often cited as a main factor contributing to these failures. Based on that we decided to analyze the concept of resistance, its sources and what can be done to cope with it. After reviewing the literature we found that most researchers consider it as an obstacle; however, we also found that resistance can offer benefits to the change process, such as addressing possible weaknesses or serving as a source of innovation. We described a model to diagnose resistance based on the equity theory with an empirical illustration included. In addition, to manage resistance properly we found that communication and participation are two methods that target numerous sources of resistance and make possible to harness its benefits. Finally, we described the attributes of transformational leaders linking them to a specific example of the sports field to show the effective role that this leadership style has in terms of bringing changes to organizations and managing resistance.

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Elcoro, Mirari. « Resistance of temporally controlled behavior to change ». Morgantown, W. Va. : [West Virginia University Libraries], 2005. https://eidr.wvu.edu/etd/documentdata.eTD?documentid=4363.

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Thesis (M.S.)--West Virginia University, 2005.
Title from document title page. Document formatted into pages; contains vi, 61 p. : ill. Vita. Includes abstract. Includes bibliographical references (p. 54-58).

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Johannsen, Ashlee M. « Identifying predictors of resistance to organizational change ». Online version, 2004. http://www.uwstout.edu/lib/thesis/2004/2004johannsena.pdf.

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Livres sur le sujet "Resistance to the change"

1947-, Hamm Richard L., et Alban Institute, dir. Welcoming resistance. [Bethesda, MD] : Alban Institute, 2001.

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Perry, Elizabeth J. Chinese society : Change, conflict and resistance. 3^e éd. London : Routledge, 2010.

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Gertheiss, Svenja, Stefanie Herr, Klaus Dieter Wolf et Carmen Wunderlich, dir. Resistance and Change in World Politics. Cham : Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50445-2.

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Hultman, Ken. Making change irresistible : Overcoming resistance to change in your organization. Palo Alto, Calif : Davies-Black Pub., 1998.

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Little, Gawain. Global education 'reform' : Building resistance and solidarity. [Croydon] : Manifesto Press, 2015.

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Gustavsson, Anders. Resistance, reflection and change : Nordic disability research. Lund : Studentlitteratur, 2008.

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Voices of resistance : Communication and social change. West Lafayette, IN : Purdue University Press, 2012.

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Lopez, Barry Holstun. Resistance. New York : Alfred A. Knopf, 2004.

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Judson, Arnold S. Changing behaviour in organizations : Minimizing resistance to change. Cambridge, Mass : Basil Blackwell, 1991.

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Dislocating globality : Deterritorialization, difference and resistance. Leiden : Brill/Rodopi, 2015.

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Chapitres de livres sur le sujet "Resistance to the change"

McCabe, Darren. « Resistance ». Dans Changing Change Management, 113–32. New York, NY : Routledge, 2020. | Series : Routledge studies in organizational change & development ; 22 : Routledge, 2020. http://dx.doi.org/10.4324/9780429029981-7.

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McCabe, Darren. « Management Resistance ». Dans Changing Change Management, 94–112. New York, NY : Routledge, 2020. | Series : Routledge studies in organizational change & development ; 22 : Routledge, 2020. http://dx.doi.org/10.4324/9780429029981-6.

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Kaiserfeld, Thomas. « Resistance to Change ». Dans Beyond Innovation, 77–87. London : Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137547125_9.

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Elshaer, Abdallah M., et Asmaa M. Marzouk. « Technological Change Resistance ». Dans Labor in the Tourism and Hospitality Industry, 399–414. Series statement : Advances in hospitality and tourism book series : Apple Academic Press, 2019. http://dx.doi.org/10.1201/9780429465093-15.

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Furnham, Adrian. « Resistance to change ». Dans The Talented Manager, 189–91. London : Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230369764_53.

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Supranovich, Ruth, et Richard Newmyer. « Resistance to Change ». Dans Bringing Micro to the Macro, 63–70. New York, NY : Routledge Books, 2020. : Routledge, 2020. http://dx.doi.org/10.4324/9780429436277-12.

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von Ameln, Falko, et Jochen Becker-Ebel. « “Resistance” to Change ». Dans Fundamentals of Psychodrama, 257–72. Singapore : Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-4427-9_17.

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Leflar, James J. « Resistance to Change ». Dans Change Management for Risk Professionals, 47–57. First edition. | Boca Raton : CRC Press, 2021. : CRC Press, 2021. http://dx.doi.org/10.4324/9780429318573-6.

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Mishra, Paritosh, Balvinder Shukla et R. Sujatha. « Resistance to Change ». Dans Human Resource Management for Organisational Change, 56–61. New York : Routledge, 2021. http://dx.doi.org/10.4324/9781003191346-5.

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Doherty, Brian, et Timothy Doyle. « Climate Change ». Dans Environmentalism, Resistance and Solidarity, 166–92. London : Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137316714_9.

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Actes de conférences sur le sujet "Resistance to the change"

Horvat, Đuro, et Davor Perkov. « INDIVIDUAL RESISTANCE IN CHANGE PROCESS ». Dans CBU International Conference on Integration and Innovation in Science and Education. Central Bohemia University, 2013. http://dx.doi.org/10.12955/cbup.2013.10.

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Li, Jing, Binquan Luan et Chung Lam. « Resistance drift in phase change memory ». Dans 2012 IEEE International Reliability Physics Symposium (IRPS). IEEE, 2012. http://dx.doi.org/10.1109/irps.2012.6241871.

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Sung-Woo Kim et Y. Nishi. « Copper sulfide-based resistance change memory ». Dans 2007 Non-Volatile Memory Technology Symposium. IEEE, 2007. http://dx.doi.org/10.1109/nvmt.2007.4389951.

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Nishi, Yoshio, et John R. Jameson. « Recent Progress in Resistance Change Memory ». Dans 2008 66th Annual Device Research Conference (DRC). IEEE, 2008. http://dx.doi.org/10.1109/drc.2008.4800835.

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Chang, Joshua C. « An exploratory study on change resistance measurement ». Dans 2011 IEEE International Technology Management Conference (ITMC). IEEE, 2011. http://dx.doi.org/10.1109/itmc.2011.5996069.

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Kwong, K. C., Philip K. T. Mok et Mansun Chan. « Geometry based resistance model for phase change memory ». Dans ESSDERC 2012 - 42nd European Solid State Device Research Conference. IEEE, 2012. http://dx.doi.org/10.1109/essderc.2012.6343343.

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Khan, Raihan S., ABM Hasan Talukder, Faruk Dirisaglik, Ali Gokirmak et Helena Silva. « Stopping Resistance Drift in Phase Change Memory Cells ». Dans 2020 Device Research Conference (DRC). IEEE, 2020. http://dx.doi.org/10.1109/drc50226.2020.9135147.

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Narciso, Henrique, et I. Allison. « Overcoming Structural Resistance in SPI with Change Management ». Dans 2014 9th International Conference on the Quality of Information and Communications Technology (QUATIC). IEEE, 2014. http://dx.doi.org/10.1109/quatic.2014.9.

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Todoroki, Akira, Miho Tanaka et Yoshinobu Shimamura. « Improved Electric Resistance Change Method for Delamination Monitoring of Graphite/Epoxy Composite Laminates ». Dans ASME 2002 International Mechanical Engineering Congress and Exposition. ASMEDC, 2002. http://dx.doi.org/10.1115/imece2002-33491.

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Laminated composite plates have low delamination resistance. Since delamination crack creation is a difficult problem for visual inspection, delamination causes low reliability for primary structure of laminated composites. To improve this low reliability, identifications of delamination cracks in-service are required. The present study employs an electric-resistance change method in an attempt to identify internal delaminations experimentally. In our previous paper, a two-prove method was adopted for the electric resistance change measurements because of the simplicity. Instead, the present paper adopts multiple-prove method for the measurements of electric resistance changes. Electric current is charged from the different electrodes to measure the voltage changes. The measurements of electric voltage change at multiple points are robust against electric resistance change at the electrodes, and the method is similar to the four-probe method for high precision measurements of electric resistance change. In the present study, high precise measurement system of electric voltage change is developed, and the electric voltage measurement method is adopted for identifications of embedded delamination location and size. As a result, the improved electric resistance change method is shown to be effective for the identifications of embedded delamination cracks of graphite/epoxy laminated composites.

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Qureshi, Sajda, et Alanah Davis. « Managing Resistance to Organizational Change : How GSS Can Reveal Role Related Resistance Behaviors ». Dans 2007 40th Annual Hawaii International Conference on System Sciences (HICSS'07). IEEE, 2007. http://dx.doi.org/10.1109/hicss.2007.333.

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Rapports d'organisations sur le sujet "Resistance to the change"

Rais-Zadeh, Mina. Micro-Devices Using Resistance Change Materials (MODERN Materials). Fort Belvoir, VA : Defense Technical Information Center, mars 2014. http://dx.doi.org/10.21236/ada622083.

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Johnson, Michael J. Resistance to Paradigm Change : Potential Crisis for the U.S. Army and the All-Volunteer Force. Fort Belvoir, VA : Defense Technical Information Center, mai 2008. http://dx.doi.org/10.21236/ada485251.

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Duveneck, Matthew. Managing for Resistance and Resilience of Northern Great Lakes Forests to the Effects of Climate Change. Portland State University Library, janvier 2000. http://dx.doi.org/10.15760/etd.1550.

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Van Sickle, Kenneth P. Why Johnny Won't Cooperate : An Examination of Behavior and Motivation Theory to Understand Resistance to Change in the Workplace,. Fort Belvoir, VA : Defense Technical Information Center, avril 1995. http://dx.doi.org/10.21236/ada328961.

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Kraemer, William J., Steven J. Fleck, Joseph E. Dziados, Everett A. Harman et Louis J. Marchitelli. Changes in Hormonal Concentrations after Different Heavy-Resistance Exercise Protocols in Women. Fort Belvoir, VA : Defense Technical Information Center, janvier 1993. http://dx.doi.org/10.21236/ada272663.

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McCormack, Caitilin, Steve Jennings et Linda Kenni. Gender and LGBTQI+ Policy and Programming in Vanuatu : Opportunities, challenges, capacity, and tools for change. Oxfam, septembre 2020. http://dx.doi.org/10.21201/2020.6508.

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In 2016 the government of Vanuatu introduced a National Gender Equality Policy. A second phase of the policy will be implemented in 2020–2024. Insights from key informants working on gender in Vanuatu reveal that there have been some positive developments in the first policy phase. A number of challenges remain, however, including limited capacity in a number of key institutions, and resistance to progress caused by prevailing conservative and patriarchal values and beliefs in Vanuatu. In the absence of other legal instruments for LGBTQI+/SOGI equality, perspectives vary on whether this aspect of gender equality should be included in the revised policy.

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Liu, Dianzhong, et Feng Fu. RESISTANCE OF SHEAR CONNECTORS IN COMPSOSITE FOAM CONCRETE USING C-CHANNEL EMBEDMENT. The Hong Kong Institute of Steel Construction, décembre 2018. http://dx.doi.org/10.18057/icass2018.p.162.

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Cordaro, Joseph Gabriel, Reese E. Jones et Wiley Christopher Neel. Estimation of changes in insulation resistance with various design parameters of interdigitated wire loops. Office of Scientific and Technical Information (OSTI), septembre 2015. http://dx.doi.org/10.2172/1227349.

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Setiawan, Ken M. P., Bronwyn A. Beech Jones, Rachael Diprose et Amalinda Savirani, dir. Women’s Journeys in Driving Change : Women’s Collective Action and Village Law Implementation in Indonesia. University of Melbourne with Universitas Gadjah Mada and MAMPU, 2020. http://dx.doi.org/10.46580/124331.

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This volume shares the life journeys of 21 women from rural villages from Sumatra, to Java, to Kalimantan, Sulawesi and East and West Nusa Tenggara (for ethical reasons, all names have been anonymised). In each of these villages, CSOs introduced and/or strengthened interventions to support gender inclusion, women’s collective action and empowerment. The stories of these village women offer unique insights into women’s aspirations, the challenges they have encountered and their achievements across multiple scales and domains, illustrating the lived complexities of women in rural Indonesia, particularly those from vulnerable groups. The stories shared highlight women’s own pathways of change and their resilience and determination often in the face of resistance from their families and communities, to ultimately reduce rural gender inequities and bolster gender inclusiveness. The stories also illustrate the important role CSOs—those that are focused on gender inclusion and facilitating grassroots women’s agency and empowerment—can play in supporting women’s voice and agency as they undertake this journey.

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