Thèses : « Resistance to the change »

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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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Kremmyda, Stamatia. « Resistance to change in Greek higher education ». Thesis, University College London (University of London), 2015. http://discovery.ucl.ac.uk/10021914/.

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This thesis is a study of resistance to the changes in Greek higher education that were implemented within the framework of the 1999 Bologna Agreement of the European Union in the period 2007-2008. The changes that occurred were of great significance for Greece’s education system as they introduced important changes in the structure and function of Greek higher education. This thesis argues that the organisational culture that had been created throughout the history of Greek higher education was a powerful factor that provoked resistance to the new policies. Methodologically, the thesis argues that discourse, change and institutional culture are closely tied together, and that this is of crucial importance in creating, modifying, and sustaining change within higher education institutions. The process of resistance is examined through the theoretical framework of Critical Discourse Analysis (CDA) (Fairclough, 1995, 2000, 2001, 2003, 2009; Chouliaraki and Fairclough, 1999), and within this framework by applying the empirical-analytical method of the Discourse Historical Approach (Wodak and Meyer, 2009; Reisigl and Wodak, 2009). The framework and method for the study are also complemented by the discourse theory of Laclau and Mouffe (1985). The narrative of the thesis includes a critical examination of the hegemonic struggles that occurred in the 2007-2008 period, the perceptions and ideologies of the key stakeholders (politicians, university faculty, and student groups), and the ways in which the discourses about Greek higher education have been influenced by social, political, and institutional factors. Finally, the implications of the findings for adding to the existing knowledge about management and change in higher education institutions are discussed.

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Lind, Thomas. « Change and resistance to change in health care : Inertia in sociotechnical systems ». Licentiate thesis, Uppsala universitet, Avdelningen för visuell information och interaktion, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-224862.

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This thesis explores change and resistance to change of IT systems in organisations from a sociotechnical perspective. The work is drawing on empirical data gathered during two Action Research projects in Swedish Health Care: one regarding the deployment of electronic patient record systems within health care organisations, and the other regarding the deployment of eHealth services geared towards patients and citizens. Resistance to change is classified as an indicator of social inertia, and the concept of counter-implementation, comprising three general strategies to obstruct change initiatives, is used to highlight the political aspects of social inertia. For the analysis, the concept of social inertia is used as a point of departure towards inertia in sociotechnical systems by applying values and principles from sociotechnical systems research, most prominently the interdependence-characteristic. This extended concept is used to show and discuss how IT systems can either enforce change or be a source of inertia preventing change in organisations, and such planned or inadvertent effects of implementing IT systems are discussed as a significant source of user resistance.

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León, Marta. « Resistance to change of responding to stimulus relations ». Morgantown, W. Va. : [West Virginia University Libraries], 2006. https://eidr.wvu.edu/etd/documentdata.eTD?documentid=4754.

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Thesis (Ph. D.)--West Virginia University, 2006.
Title from document title page. Document formatted into pages; contains vii, 93 p. : ill. Includes abstract. Includes bibliographical references (p. 53-58).

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Podlesnik, Christopher Aaron. « Preference, Resistance to Change, and Qualitatively Different Reinforcers ». DigitalCommons@USU, 2008. https://digitalcommons.usu.edu/etd/124.

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Preference for one stimulus context over another and resistance to disruption within those contexts are a function of the conditions of reinforcement arranged within those contexts. According to behavioral momentum theory, these measures are converging expressions of the concept of response strength. Most studies have found that preference in concurrent chains and resistance to change are greater in contexts presenting higher rates or larger magnitudes of reinforcement. The present series of experiments attempted to extend behavioral momentum theory by examining whether differences in reinforcer type affect relative response strength with rats lever pressing for different types of food. In Experiment 1 of Chapter 2, several nonuniform disrupter types were examined that provided free access to a food type that was the same as one reinforcer type. Responding decreased more in the context presenting the same type of reinforcer as the disrupter, suggesting that many traditional disrupters (e.g., satiation) are inappropriate for examining how reinforcer type impacts response strength. Therefore, extinction was used throughout the remainder of the experiments to more uniformly disrupt responding across contexts. In Experiment 2 of Chapter 2, resistance to extinction was assessed when food pellets and a sucrose solution maintained responding across contexts. Moreover, relative reinforcer type was manipulated by changing the sucrose concentration across conditions. Relative response rates were systematically affected by changing sucrose concentration, but relative resistance to extinction was not. In Experiment 3 of Chapter 2, qualitative difference between reinforcers was enhanced and preference also was assessed to provide a converging measure of response strength. Preference and relative response rates were systematically affected, but relative resistance to extinction again was not. Finally, in Chapter 3, relative reinforcer rate and type were manipulated while assessing preference and resistance to extinction using the matching law. Preference, but not resistance to extinction, consistently was affected by changes in reinforcer rate and type. Systematic deviations in sensitivity and bias, however, suggested that different reinforcer types interacted with reinforcer rate. Overall, these findings suggest that the overall context of reinforcement, including interactions between different reinforcer types, should be considered when assessing preference and relative resistance to change.

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Leslie, John H. « Resistance to change in a North Midlands parish ». Thesis, University of Surrey, 1986. http://epubs.surrey.ac.uk/842799/.

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This study is a sociological account of the relative failure of a Roman Catholic parish in the North Midlands to implement the changes in parish life implied by the documents of The Second Vatican Council (1962 - 1965). Initial observation suggested resistance to liturgical, pastoral and ministerial changes On the basis of a critical sociology developed along the lines of a Giddensian critique of both structuralism and phenomenology the following elements were identified by the processes of enumerative and analytic induction: 1) resistance both ideational and practical on the part of the majority of nuclear parishioners of (St Margaret's, Acton), to the process of sacral transformation evident elsewhere, whereby objects formerly hierophanized are desacralised in favour of newly sacralised phenomena; 2) the knowledgeability of social actors as they draw on the rules and resources of the Church and society in the context of the unintended outcomes of their predecessors' actions; 3) the ideological distortions in communication between priest and people; 4) the processes whereby the rules and resources referred to in (2) above are drawn on asymmetrically by hegemonic groups in ways which create forms of exploitative domination in the parish; 5) the historical structuring of religious praxis, specifically the influence of the nineteenth century Catholic revival in (Saxonshire); 6) the relative geographical and social immobility of the Catholic population in (Acton) and the fairly restricted religious socialization of active parishioners. Note: Pseudonyms have been used in this study. On this page and in Chapter 3 brackets have been used to indicate this. The practice is intended to protect the interests of the subjects of the research.

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Jylhä, Kirsti Maria. « Ideological roots of climate change denial : Resistance to change, acceptance of inequality, or both ? » Doctoral thesis, Uppsala universitet, Institutionen för psykologi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-297879.

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Climate change denial has been found to correlate with sociopolitical ideology. The general aim of the present thesis was to investigate this relation, and more specifically to 1) test the unique effects of intercorrelated ideological variables on denial, and 2) investigate the psychological underpinnings of the ideology-denial relation. This approach helps estimating what component of right-wing ideology better explains climate change denial; resistance to change (indexed by left-right/liberal-conservative political orientation, right-wing authoritarianism, and system justification), or acceptance of inequality (indexed by social dominance orientation [SDO]). In Paper I, SDO outperformed the effects of right-wing authoritarianism and political left-right orientation on denial (Study 1 and 2). Further, the SDO-denial relation was stable when denial scores were experimentally lowered by a newscast that communicated supportive evidence for climate change (Study 2). Thus, the following studies focused specifically on the SDO-denial relation by testing path models that also included other ideological variables (political conservatism, system justification, and endorsement of nature dominance), as well as personality variables (dominance, empathy, openness to experience, and anxiety avoidance) and/or gender. In Paper II, SDO and endorsement of nature dominance explained unique parts of climate change denial, and both of these variables mediated the effects of system justification and (low) empathy on denial. SDO mediated also the effect of dominance. In Paper III, focusing specifically on denial of human-induced climate change, SDO either partially or fully mediated the effects of political conservatism and gender across two cultural contexts (Brazil and Sweden). Additional analyses extended these results, by building on the model presented in Paper II. These analyses showed that SDO (and in some cases also political conservatism and endorsement of nature dominance) fully mediated the effects of gender and personality variables on denial, with one exception: Predisposition to avoid experiencing anxiety predicted denial directly, as well as through a link via general conservative ideology (system justification or political conservatism). In sum, the results indicate that denial is more strongly and consistently predicted by SDO than by the other included variables. Thus, endorsement of group-based inequality/hierarchies offers an important explanation for climate change denial.

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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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Tabanan, Ingholt Leonnie, et 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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Morrison, Katrina Munsterhjelm. « Penal transformation in post-devolution Scotland : change and resistance ». Thesis, University of Edinburgh, 2012. http://hdl.handle.net/1842/6435.

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This thesis seeks to understand and theorise the process of penal transformation, using changes in penal policy within post-devolution Scotland as a case study. It is based on an in-depth analysis of the evolution, passage and implementation of the Management of Offenders etc. (Scotland) Act 2005, including interviews with key players at each stage of the process (politicians, civil servants, practitioner groups) and documentary analysis. The thesis draws on Kingdon’s multiple streams framework to explain how rapid changes in policy can occur. Kingdon argued that the greatest changes occur when a policy window is opened which allows three independent streams which run through policy at any one time, politics, problems and policies, to become joined (1995). However the thesis argues that to account fully for transformation, this framework needs to be developed to incorporate analysis of institutional structures which provide the most compelling explanation for the factors which lead to, escalate and impede change. Although structures are central in this analysis however, this thesis shows how both structure and agency are important in penal change: institutional structure forms the parameters in which political choice is made. Pre-devolution policy-making was carried out in partnership between civil servants and agencies and the rate of change was incremental. Post-devolution criminal justice policy-making has been thrust into a volatile and politicised environment, although this has varied under the different administrations thus far. The primary reason for the accelerated rate of change that occurred following devolution was because of the creation of new democratic structures which provided the means and the incentives to create rapid change but it also involved explicitly political choices by key members of the Scottish Executive. Somewhat paradoxically, once change was instigated, the structure of post-devolution political institutions became critical in mitigating the pace and rate of change. The existence of PR electoral arrangements together with the relative decentralisation of power (in relation to the ownership of criminal justice services) meant that change had to be achieved through negotiation and compromise. Institutional structure is also important in the extent of the Parliament’s ability to form any meaningful veto point on executive power. Overall it was new democratic structures combined with a political capacitybuilding project and the availability of a politicised approach to law and order from England and Wales which could be easily translated to Scotland, which together, explain the period of rapid change in Scotland during this time.

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Erb, Andreas. « Resistance to Organisational Change Scrutinised from an Existential Perspective ». Thesis, Lancaster University, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.527150.

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Newton, Rebecca Lianne. « Resistance to change : a functional analysis during corporate mergers ». Thesis, London School of Economics and Political Science (University of London), 2005. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.420974.

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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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Salgado, Roa Jorge Alejandro, Dulcic Francisco José Leria, Carrizo Lina Danae Arcos, Alcayaga Cynthia Inés Pineda et Carmona Claudia Marcela González. « Attitude and resistance to organizational change in mining workers ». Pontificia Universidad Católica del Perú, 2017. http://repositorio.pucp.edu.pe/index/handle/123456789/123831.

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The aim of the study was to analyze the relationship between attitude and resistance to organizational change in mineworkers. An associative transversal strategy of natural groups design was used. The following instruments were administered: the scale of attitudes towards change (EAC), the scale of resistance to change (ERC) and a survey to collect sociodemographic data. 251 workers participated, mostly men. The results indicate a favorable attitude toward organizational change, and a medium/moderate level of resistance. Significant differences in scores of ERC and EAC according to the work task were found. Labor hierarchy generates a modest effect on differences in factors associated with responsibility and the attitude of cynicism to change. With respect to age, workers older than 51 years of age scored lower than the lowest ranks in the dimension of fearful attitude towards change.
El objetivo del estudio fue analizar la relación entre la actitud y resistencia al cambio organizacional en trabajadores mineros. Se utilizó una estrategia asociativa de tipo transversal de diseño de grupos naturales y la escala de actitudes hacia el cambio (EAC), la escala de la resistencia al cambio (ERC); y una encuesta para recabar datos sociodemográficos. Participaron 251 trabajadores. Los resultados indican una actitud favorable hacia el cambio organizacional, y un nivel medio/moderado de resistencia. Se presentan diferencias significativas en las puntuaciones de la ERC y la EAC en función de la faena laboral. La jerarquía laboral genera un efecto moderado en las diferencias de los factores asociados a la responsabilidad y la actitud de cinismo al cambio. Con relación a la edad, los trabajadores mayores de 51 años puntúan más bajo que los rangos menores en la dimensión actitud de temor hacia el cambio.
L’objectif de l’étude était d’analyser la relation entre l’attitude et la résistance au changement organisationnel chez les travailleurs miniers. Nous avons utilisé une stratégie associative de conception transversale des groupes naturels et l’échelle des attitudes envers le changement (EAC), l’échelle de la résistance au changement (ERC); et une enquête pour collecter des données sociodémographiques. 251 travailleurs ont participé. Les résultats indiquent une attitude favorable envers le changement organisationnel et un niveau de résistance moyen / modéré. Il existe des différences significatives dans les scores de l’EAC et de l’ERC en fonction de la journée de travail. La hiérarchie du travail génère un effet modéré dans les différences des facteurs associés à la responsabilité et l’attitude du cynisme à changer. En ce qui concerne l’âge, les travailleurs de plus de 51 ans obtiennent des scores inférieurs à ceux des groupes d’âge inférieurs dans l’attitude de peur face au changement.
Atitude e resistência à mudança organizacional em trabalhadores de mineração O objetivo do estudo foi analizar a relação entre a ação e a resistência ao cambio organiza- çional em mineiros. Utilizou-se uma estratégia asociativa de tipo transversal de planejamento de grupos naturais midimdo-se con uma escada de atitudes ao cambio (EAC), a escada da resistência ao cambio (ERC); e uma pesquisa para coletar dados socio-demográficos. Participaram 251 trabalhadores. Os resultados indicam uma atitude favorável para o cambio organizacional e um nível médio / moderado de resistência. Foram apresentadas diferenças significativas na classificação da ERC e da EAC em função da categoría do trabalho feito. A hierarquia laboral gera um efeito moderado nas diferenças dos fatores associados à responsabilidade e à atitude de cinismo ao cambio. Con relação a idade, os trabalhadores maiores de 51 anhos tiveron uma contagem superior aos das faixas etáreas menores na dimensão da atitude de temor para o cambio.

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Podlesnik, Christopher A. « The Effects of Added Reinforcers on Resistance to Change ». DigitalCommons@USU, 2005. https://digitalcommons.usu.edu/etd/6228.

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The fundamental unit of behavior, defined by the discriminated operant, can be reduced to the three-term contingency, which includes an antecedent stimulus, a response, and a reinforcing consequence. Behavioral momentum theory suggests that resistance to disruption (i.e., resistance to change) of operant behavior is governed by the relation between the antecedent stimulus context and the rate of reinforcement within that context (i.e., Pavlovian stimulus-reinforcer relation). Further, behavior momentum theory suggests that resistance to change is independent of the contingency between the response and the reinforcer (i.e., operant response-reinforcer relation). Thus, although additional response-independent food decreases response rates by greatly degrading the response-reinforcer relation, resistance to change is increased because the stimulus-reinforcer relation is enhanced. Inconsistent with behavioral momentum theory, unsignaled delays decrease response rates and resistance to change by slightly degrading the response-reinforcer relation while maintaining equal stimulus-reinforcer relations. Therefore, it is unclear exactly how degrading response-reinforcer relations with response-independent food and delayed reinforcers affects resistance to change because the stimulus-reinforcer relations have generally differed across components and studies. Thus, the present experiment examined whether differentially degrading response-reinforcer relations affects resistance to change while maintaining equal stimulus-reinforcer relations. In the present experiment, a three-component multiple schedule with equal rates of immediate response-dependent reinforcement (15 per hr) was used with pigeons keypecking for food. Equal rates of response-independent food (60 per hr) and 3-s unsignaled delayed reinforcers (60 per hr) were added to two different components in baseline. Thus, the stimulus-reinforcer relations were equal in the two components with added reinforcers and were greater than in the component without added reinforcers . Any differences in resistance to change across the components with added reinforcers should reflect only differences in the response-reinforcer relations because the stimulus-reinforcer relations were equal. Consistent with behavioral-momentum theory, however, resistance to presession feeding, response-independent food presented during intercomponent intervals , and extinction was greater in the components with added reinforcers. There were no differences in resistance to change between the two components with added reinforcers. These results replicate the finding that adding response-independent food increases resistance to change and extends this finding to the effects of added delayed reinforcement.

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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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Sarma, Bandita. « Towards Resistance Detection in Health Behavior Change Dialogue Systems ». Thesis, University of North Texas, 2015. https://digital.library.unt.edu/ark:/67531/metadc804981/.

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One of the challenges fairly common in motivational interviewing is patient resistance to health behavior change. Hence, automated dialog systems aimed at counseling patients need to be capable of detecting resistance and appropriately altering dialog. This thesis focusses primarily on the development of such a system for automatic identification of patient resistance to behavioral change. This enables the dialogue system to direct the discourse towards a more agreeable ground and helping the patient overcome the obstacles in his or her way to change. This thesis also proposes a dialogue system framework for health behavior change via natural language analysis and generation. The proposed framework facilitates automated motivational interviewing from clinical psychology and involves three broad stages: rapport building and health topic identification, assessment of the patient’s opinion about making a change, and developing a plan. Using this framework patients can be encouraged to reflect on the options available and choose the best for a healthier life.

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Alhezzani, Yazeed Mohammad R. « Investigating strategies to overcome change recipients' resistance to organisational reorientation : a salience perspective ». Thesis, Brunel University, 2015. http://bura.brunel.ac.uk/handle/2438/13674.

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Drawing upon punctuated equilibrium theory, stakeholder salience theory and status quo bias theory, this research develops a framework for dealing with organisational change recipients’ resistance to change. Due to the effects on the organisational environment of political, legal, and technological triggers, organisations need to change in order to survive, remain competitive and prosper. However, deploying a given organisational change, and in particular radical change, is challenging for change managers. A major reason for this is change recipients’ resistance to change. Therefore, this research advances understanding of how to cope with change recipients’ resistance in times of organisational change, and specifically radical planned change i.e. reorientation. To do so, this research develops a framework that incorporates the salience level of change recipients in relation to reorientation program, which has not been considered in prior studies, in association with the modes and causes of their resistance to change to identify relevant strategies that address their resistance to change. The research methodology adopted for the research is qualitative case study. The findings are derived from 30 semi-structured interviews along with relevant documents from two cases (14 interviews from Case A and 16 interviews from Case B) that implemented an organisational reorientation program. The findings reveal that the three attributes of stakeholder salience theory (i.e. power, legitimacy, and urgency) are inadequate to identify the salience of change recipients in relation to change. In addition to these attributes, a further attribute is required, which defines the extent to which change recipients are affected by change namely the attribute of impact. Furthermore, the findings introduce seven strategies (negotiation and agreement, education, implicit coercion, persuasion by peers, two-way communication, facilitation, and rewards) that are effective for overcoming the resistance to change of recipients who belong to six salience classes and resist change for different reasons and to various levels. These findings make a theoretical contribution to each of the theories employed in the research, punctuated equilibrium theory, stakeholder salience theory, and status quo bias theory, as well as the extant literature regarding strategies to cope with change recipients’ resistance to change. The findings have implications for practice by introducing a diagnostic tool that change managers can use to explore the modes and causes of change recipients’ resistance as well as their levels of salience in relation to change.

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Jost, M. Gregor. « Learning by resistance : an analysis of resistance to change as a source of organizational learning ». Thesis, London School of Economics and Political Science (University of London), 2004. http://etheses.lse.ac.uk/2129/.

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This research investigates how resistance to change can trigger organizational learning. In order to structure the elusive concept of organizational learning, a framework is proposed that integrates processes of learning and memory at three levels of analysis. The framework identifies learning as cognition at the individual level, communication at the group level, and formalization at the organizational level. The concept of resistance is introduced by delineating its development from a mere nuisance to the change effort towards a more recent functional understanding. Focusing on the diagnostic qualities of resistance, a functional analysis is employed that concentrates on the effects of resistance, namely its potential function as a source of learning. Informed by an analogy to acute pain, the process is then defined as a sequence of resistance, awareness, and organizational learning across three levels of analysis. This process is examined in an empirical case study of a software implementation at the British subsidiary of a global manufacturing company headquartered in Germany. Methods and data used include personal interviews, repertory grids, and project documentation. Results indicate limited resistance at the individual level, confined awareness at the individual and group level, and no organizational learning from this source. Resistance was suppressed due to a prevalent dysfunctional understanding of the concept among project participants and strong contextual factors, such as a success imperative, the inflexibility of the new technology, and a general disinterest in learning and bottom-up feedback. It is concluded that organizational learning by resistance depends on the understanding of resistance and on the culture of learning in the organization. The results suggest that not heeding resistance will have opportunity costs in the long run. The thesis concludes with hypotheses about the relationship between resistance and learning and its contextual influences.

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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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Mackert, Marc. « Conductivity for schematic conversion : a new conceptualization for resistance to organizational change / ». free to MU campus, to others for purchase, 2001. http://wwwlib.umi.com/cr/mo/fullcit?p3025637.

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Bauer, Martin. « Resistance to change : a functional analysis of reponses to technical change in a Swiss bank ». Thesis, London School of Economics and Political Science (University of London), 1993. http://etheses.lse.ac.uk/63/.

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This thesis demonstrates the signal function and diagnostic value of user resistance in a software development project. Its starting point is the critical analysis of managerial common sense which negates resistance, or sees resistance to change as a 'nuisance' and as the manifestation of an individual or structural 'deficiency'; these notions prohibit change agents from appreciating the signal function of resistance to change in organisational processes. The first source of evidence is the literature on impacts, attitudes, and acceptance of information technology internationally and in particular in Switzerland. The second source is the tradition of psychological field theory which I reconstruct as the 'feeding the reluctant eater' paradigm, a form of social engineering. The third source is an empirical study of the semantics (semantic differential and free associations) of 'resistance to change' among management trainees in the UK, Switzerland and the USA (N=388). The thesis develops and investigates a concept of resistance that is based a pain analogy, and on the notions of self-monitoring and self-active systems. An organization which is implementing new technology is a self-active system that directs and energetizes its activities with the help of internal and external communication. The functional analogy of the organismic pain system and resistance to change is explored. The analogy consists of parallel information processing, filtering and recoding of information, a bimodal pattern of attention over time, and the functions of attention allocation, evaluation, alteration and learning. With this analogy I am able to generate over 50 hypotheses on resistance to change and its effects on organisational processes. The evidence for some of these hypotheses is explored in an empirical study of a Swiss banking group. The implemention of computer services between 1983 and 1991 is reconstructed in the central bank and 24 branches. Data includes the analysis of two opinion surveys (1985 n=305; 1991 n=326), documents (n=134), narrative interviews (n=34), job analyses (n=34), field observations and performance data (n=24). A method is developed to describe the varying structure of organisational information processing through time. The content analysis allows me to describe when in relation to the action, how intense, and in what manner 'resistance' becomes an issue between 1983 and 1991. The fruitfulness of the pain analogy is demonstrated (a) by shifting the analysis of resistance from structure to process and to that of an independent rather than to that of a dependent variable; (b) by shifting the focus from from motivation to communication; (c) by eroding the a priori assumption that resistance is a nuisance; and (d) by indicating the diagnostic value of "bad news" in organisational communication; resistance is diagnostic information; it shows us when, where and why things go wrong.

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Simões, Paula Matos Marques. « The nature of communication and its influence on resistance to change : three radical change cases ». Thesis, University of Newcastle upon Tyne, 2017. http://hdl.handle.net/10443/3642.

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It has long been established that communication supports organizational change management, but there remains a lack of understanding of the role played by the nature of communication (COM) and its impact on resistance to change (RTC). This research seeks to fill this gap by examining respondents’ sensemaking about change, considering either a predominant monologic or dialogic COM and its influence on RTC, in three case organizations. It adopts the principles of dialogic communication (Commitment, Risk, Empathy, Propinquity and Mutuality) as dimensions of COM as well as the Cognitive, Affective and Behavioural as dimensions of RTC. The research was set in organizations in Brazil that were subject to an acquisition, which were studied over a period of up to 18 months. The research adopted a mixed method approach in a comparative case study design that included 84 individuals involved in semi-structured interviews and questionnaires at two points of data collection as well as documentary and observational sources. The interview, observational and documentary data were analyzed through thematic analysis and the questionnaire through descriptive statistics. Findings reveal that perceived RTC extent can decrease in situations with a perceived predominant dialogic COM. Empathy and Commitment were the COM dimensions perceived as those contributing most to a reduction in RTC. The theoretical importance of these findings includes contributions to change communication and RTC theories and empirical evidence for a perceived inverted relationship between dialogic COM and RTC. The practical importance of these findings includes managers being able to manage change more effectively through the prioritization of communication efforts. Finally, this research challenges the widespread assumption that all communication minimizes resistance. This work sustains that by adopting a dialogic COM as an organizational change approach, change leaders are better able to embrace RTC, with the main support of two COM dimensions of Empathy and Commitment.

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Celnar, Christine. « Personality and justice predictors of workplace resistance to organizational change ». Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape10/PQDD_0021/MQ47993.pdf.

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Steinhoff, George. « Examining and addressing resistance to change in an elementary school ». Access to citation, abstract and download form provided by ProQuest Information and Learning Company ; downloadable PDF file, 232 p, 2008. http://proquest.umi.com/pqdweb?did=1456290041&sid=7&Fmt=2&clientId=8331&RQT=309&VName=PQD.

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Pandian, Ramanathaswamy. « Phase-change thin films : resistance switching and isothermal crystallization studies ». [S.l. : [Groningen : s.n.] ; University of Groningen] [Host], 2008. http://irs.ub.rug.nl/ppn/.

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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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Karlsson, Maria. « Rewritings of Circe : Representation, Resistance, and Change in Feminist Revisionism ». Thesis, Malmö universitet, Malmö högskola, Institutionen för konst, kultur och kommunikation (K3), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-42931.

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This paper analyses the feminist revisionism of the Circe-myth in the rewritings by Eudora Welty, Margaret Atwood, and Madeline Miller. To that end, the paper first examines three different ways of discussing rewritings: Jeremy M. Rosen’s genre of minor-character elaboration, Linda Hutcheon’s take on postmodern parody, and Alicia Ostriker’s feminist revisionist mythmaking. Then, after positioning itself with the feminist revisionism, the paper conducts a brief reading of the myth as it appears in the Odyssey, followed by readings of the three rewritings: Welty’s short story “Circe,” Atwood’s poetry cycle “Circe/Mud Poems,” and Miller’s novel Circe. Through the reading of these works together, a pattern emerges of criticising former representations, exploring why they are problematic, and resisting them in order to create change.

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Olsen, Kate. « Colorado River cutthroat habitat resistance and resilience to climate change ». DigitalCommons@USU, 2013. https://digitalcommons.usu.edu/etd/1965.

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Colorado River cutthroat trout, Oncorhyncus clarki pleuriticus , occupy less than 12% of their historic range. Restoration and conservation of this species are currently under way across the upper Colorado River basin, but guidance to inform management decisions related to the impacts of climate change on cutthroat is lacking. Shifts in the thermal distribution of freshwater fish have been documented, and will continue to occur as cold water habitat is threatened by warming water temperatures. Coupled air and water temperature data allow for an estimation of potential resistance and resilience to warming, determining the effect that local air has on stream temperature. The United States Forest Service, cooperating with federal agencies, state agencies and private landowners, placed temperature loggers in the water and two air locations at 50 sites. To select a representative subset of sites, six habitat characteristics of each Colorado River cutthroat trout core conservation population were considered. These characteristics include solar input, elevation, watershed area, riparian vegetation, groundwater input, and the 30-year mean maximum July air temperature. Results from coupled temperature loggers indicate that the relationship between air and water temperature in the upper Colorado River basin is neither linear, nor one-to-one. Using Mohseni's (2003) equation, the relationship between air and water temperature was fit to a nonlinear regression curve. Analysis shows that the median rise in daily maximum water temperature is only 0.41°C for a 1.0°C increase in the median daily maximum air temperature. Air temperature exerts the most influence over water temperature; however, these results indicate that there are other characteristics that influence stream temperature. To determine these characteristics, analysis of the six habitat characteristics used for site selection in addition to aspect, slope, and latitude were used to model multiple temperature metrics. The best model, nonlinear water to air temperature relationship, had an R2 between actual and predicted values of 0.71. It also became clear that using multi-metric analysis would provide a much more robust indicator of resistance. This work will allow managers to consider potential climate change resistance or resilience in project prioritization, by understanding potential habitat characteristics to buffer stream warming.

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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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McKay, Kali Anne. « The Effect of Commitment, Communication and Participation on Resistance to Change : The Role of Change Readiness ». Thesis, University of Canterbury. Psychology, 2012. http://hdl.handle.net/10092/7311.

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There is growing concern surrounding the effect of resistance to change on organisational change success. The main purpose of the present research was to clarify the relationships between important contextual variables highlighted in the literature, and resistance to change and readiness for change. Participants completed an online survey while their organisation was about to or already going through a change. As predicted, the results show the importance that participant perception of the adequacy of communication had on resistance to change and that this relationship was mediated by the readiness dimension of viewing the change as appropriate. The relationship between other contextual variables of perceived opportunities for participation and affective organisational commitment, and resistance to change were not found to be mediated by readiness for change dimensions. Affective commitment however, showed a direct negative relationship with resistance to change. These findings highlight the importance of a planned approached to change-related communications, and its potential to reduce resistance to change by effectively creating readiness for change in an organisation. Implications of these results and suggestions for future research are discussed.

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Lozano, Rodrigo. « Orchestrating organisational change for corporate sustainability : strategies to overcome resistance to change and to facilitate institutionalization ». Thesis, Cardiff University, 2009. http://orca.cf.ac.uk/55829/.

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Sustainability has appeared as an alternative to development models prioritising economic activities to the exclusion of the environmental and social dimensions. It aims to produce a dynamic balance among economic, environmental and social aspects, and the time dimension. This thesis focuses on large corporations, which are increasingly recognised as having the potential to help societies become more Sustainability orientated. A variety of corporate efforts, (such as Life Cycle Assessment, Eco-efficiency, and Corporate Social Responsibility), are being used to incorporate Sustainability principles into company activities. Nonetheless, in many cases these efforts have been limited by their focus on a particular Sustainability issue, 'hard' technocentric solutions, or not being effectively integrated into organisational change processes. Corporate Sustainability (CS) has recently emerged as an alternative to address, or avoid, such drawbacks. This research aims to 'Orchestrate' organisational change to incorporate and institutionalize CS. This is accomplished in four 'movements': Firstly, gathering and integrating the literature review results, three case studies, and interviews with experts. Secondly, applying tools to the data to identify and understand CS drivers, barriers to change, and strategies to overcome the barriers. Thirdly, using innovative methods in the context of CS, to investigate the nature of planned CS change. Fourthly, integrating, with the help of Grounded Theory, the findings from the literature review, case studies, and interviews. The 'Orchestration' focuses on helping the move from the status quo to a more Sustainability oriented state, in an iterative process, where CS drivers promote change. The drivers' efficacy may be disrupted, or blocked, by barriers to change. The use of appropriate strategies is essential to overcome the barriers throughout the organisation, and the associated attitudes. Leadership plays a key role in initiating these changes, while making CS part of the institutional framework, helping to maintain stability, and facilitate CS institutionalization.

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Nicholls, Marc Thomas. « Resistance to Total Quality Leadership change : an evaluation of individual Marine responses to TQL principles and change ». Thesis, Monterey, California. Naval Postgraduate School, 1991. http://hdl.handle.net/10945/26729.

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Alfaro, Solano María Jeanina, et 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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Nilsson, Elin, Erica Palm et Liljenberg Sophia Fröberg. « Change Readiness : Exploring the Creation of Change Readiness Within Businesses for Change Towards Becoming More Sustainable ». Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-44022.

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Background: There is a growing consensus that our world is facing substantial global challenges which can have devastating consequences for both planet and people. The call for change is clear and to shift the unsustainable trends, there must be an involvement by everyone, including business. However, there is a high risk of change initiative’s failure and one of the main reasons have considered to be employee resistance. One solution to change resistance is suggested to be change readiness, which has not received as much academic attention. The question that remains is how businesses, which account for major negative impacts on both planet and people, can create change readiness. Purpose: The purpose of this thesis is to explore how change readiness is created in the context of changes initiated to develop more sustainable businesses. Method: This thesis is a qualitative study with an exploratory nature where 21 interviews, representing 13 companies were conducted in order to collect the empirical data. Further, this thesis involves a comparative study of multiple case studies. Conclusion: The findings show that businesses are creating readiness for change towards becoming more sustainable by establishing various components including discrepancy, appropriateness, efficacy, principal support, personal valence and the affective component. These components are conveyed through the accompanying strategies, persuasive communication and active participation. Furthermore, education was found to be a strong influencer of change readiness for sustainable development. Nevertheless, change readiness as a concept is not consciously used by any of the companies represented in this thesis.

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Lackmeyer, Jay Trower Jonathan K. Vaughn Randal L. « Privatization and the resistance to change : technological, political, and sociological issues / ». Waco, Tex. : Baylor University, 2006. http://hdl.handle.net/2104/5002.

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Endo, Takahiro. « Resistance to institutional change : the case of the Japanese publishing field ». Thesis, Cardiff University, 2012. http://orca.cf.ac.uk/29417/.

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This thesis aims to extend the understanding of the maintenance of the institutional arrangements especially in the process of resistance to institutional changes, which were caused by a regulatory and a technological discontinuity. By doing that, this thesis addresses research gaps in new instiutional theory. In order to flesh out the resistance to institional change, the Japanese publishing field was considered to be an appropriate reserarch site. This is because the Japanese publishing field has been referred to as one of the "least changeable" industries. Furthermore, in the Japanese publishing industry, different types of environmental discontinuities were brought about. The incumbents resisted those actors leveraging these environmental discontinuites and skeeing to change the institutional arrangements.

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O'Hare, B. O. « Educational innovation and resistance to change : The teacher as adult learner ». Thesis, University of Ulster, 1986. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.242171.

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Rhodes, Billye N. Stone Lynda. « Change the subject resistance, resiliency and representation of black adolescent females / ». Chapel Hill, N.C. : University of North Carolina at Chapel Hill, 2009. http://dc.lib.unc.edu/u?/etd,2355.

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Thesis (M.A.)--University of North Carolina at Chapel Hill, 2009.
Title from electronic title page (viewed Jun. 26, 2009). "... in partial fulfillment of the requirements for the degree of Master of Arts in the School of Education Culture, Curriculum, Change." Discipline: Education; Department/School: Education.

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Vargo, Kristina K. « An Evaluation of Resistance to Change with Unconditioned and Conditioned Reinforcers ». OpenSIUC, 2013. https://opensiuc.lib.siu.edu/dissertations/746.

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Several variables have been shown to influence resistance to change including rate, magnitude, and delay to reinforcement (Nevin, 1974). One variable that has not been studied with humans concerns the evaluation of resistance to change with unconditioned and conditioned reinforcers. In Experiment 1 (Resistance to Extinction Assessment), 5 participants' behaviors were reinforced during a baseline phase on a mult VI 30 s VI 30 s schedule with either a conditioned (i.e., token) or unconditioned reinforcer (i.e., food). Following equal reinforcement rates across components, extinction was introduced as a disruptor. All participants showed greater resistance to extinction in the component associated with conditioned reinforcers than unconditioned reinforcers. In Experiment 2 (Varied Distractors Assessment), 4 participants experienced a baseline phase the same as Experiment 1 (i.e., mult VI 30 s VI 30 s). Each participant was then exposed to prefeeding and distraction as disruptors in separate analyses. Results showed that behaviors were more resistant to distraction with conditioned than unconditioned reinforcers, similar to Experiment 1. However, when prefeeding disrupted responding, greater resistance to change was observed with unconditioned reinforcers than conditioned reinforcers. Implications of the results are discussed.

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Quick, Stacey L. « The Role of Dopamine in Resistance to Change of Operant Behavior ». DigitalCommons@USU, 2010. https://digitalcommons.usu.edu/etd/756.

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Psychological disorders such as autism, obsessive-compulsive disorder, drug addiction, and attention-deficit/hyperactivity disorder involve atypically persistent behavior and atypical activity of the neurotransmitter dopamine. Behavioral momentum theory states that the persistence of behavior in a context is determined by the reinforcement received previously in that context. Contexts previously associated with higher rates of reinforcement yield greater persistence of behavior than contexts previously associated with lower rates of reinforcement. According to a prominent hypothesis in behavioral neuroscience, dopamine mediates the incentive salience of a stimulus. A synthesis of behavioral momentum theory and the incentive salience hypothesis proposes similar roles for dopamine activity and reinforcement in determining the persistence of behavior in a context. The aim of this dissertation was to determine the extent to which a history of dopamine modulation in a context affects the subsequent persistence of behavior in extinction and relapse. Three groups of rats were trained to press a lever for food in two alternating contexts of a multiple schedule. Following a stable baseline, rats entered a treatment phase in which they received a drug or saline injection before and after sessions in each context. In the drug context, rats received the indirect dopamine agonist amphetamine, dopamine D1 antagonist SCH 23390, or a combination of amphetamine and SCH 23390 prior to the session and a saline injection following the session. The injection schedule was reversed for the saline context such that rats received a saline injection prior to each session in the saline context and a drug injection following the session. During an extinction phase, access to food was withheld. Response-independent food was then provided in each context to trigger reinstatement of responding. A history of dopamine agonism in a context increased the relative persistence of behavior, while a history of dopamine antagonism at D1 receptors and a combination of dopamine agonism and dopamine antagonism had little impact on the relative persistence of behavior. Likewise, reinstatement was relatively greater in a context previously associated with dopamine agonism. This effect was blocked when dopamine agonism was preceded by D1 antagonism. A history of D1 antagonism alone did not affect reinstatement. These results suggest that dopamine plays a role in the persistence of behavior in extinction and relapse, but that different dopamine receptors mediate these effects.

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