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Articles de revues 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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1

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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Melby, Michael J. « Overcoming resistance to change ». American Journal of Health-System Pharmacy 49, n^o 7 (1 juillet 1992) : 1656–58. http://dx.doi.org/10.1093/ajhp/49.7.1656.

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Siviter, Bethann. « Overcoming resistance to change ». Primary Health Care 21, n^o 10 (6 décembre 2011) : 11. http://dx.doi.org/10.7748/phc2011.12.21.10.11.p7072.

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Recardo, Ronald J. « Overcoming resistance to change ». National Productivity Review 14, n^o 2 (1995) : 5–12. http://dx.doi.org/10.1002/npr.4040140203.

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Schuetz, Pam, et Jim Barr. « Transmuting resistance to change ». New Directions for Community Colleges 2008, n^o 144 (septembre 2008) : 105–14. http://dx.doi.org/10.1002/cc.350.

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Kiernan-Stern, Mary. « Managing resistance to change ». Case Manager 16, n^o 5 (septembre 2005) : 48–51. http://dx.doi.org/10.1016/j.casemgr.2005.07.007.

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Dent, Eric B., et Susan Galloway Goldberg. « Challenging “Resistance to Change” ». Journal of Applied Behavioral Science 35, n^o 1 (mars 1999) : 25–41. http://dx.doi.org/10.1177/0021886399351003.

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Bernstein, Daniel J. « Faculty Resistance to Change ». Change : The Magazine of Higher Learning 44, n^o 4 (29 juin 2012) : 6. http://dx.doi.org/10.1080/00091383.2012.691854.

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Furxhi, Gentisa. « Employee’s Resistance and Organizational Change Factors ». European Journal of Business and Management Research 6, n^o 2 (12 mars 2021) : 30–32. http://dx.doi.org/10.24018/ejbmr.2021.6.2.759.

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Organizations need to change due to challenges they are facing caused by the dynamic environment where they operate. Also, organizations undertake changes because they have new ideas to improve their performance. So, organizational changes are imposed by factors of external or internal environment. The aim of every change is to improve organizational performance by increasing its effectiveness. Sometimes, changes are proposed during crises time. In crisis’s situation, organizations need to cut their costs, and the most common change is reducing staff. In every situation, change is something new for employees. Change affect employees because they are going to implement it. They can show positive attitude/behavior (readiness to change) or negative attitude/behavior (resistance to change) to proposed change. When employees show positive attitude, they agree on change and they are motivated to implement it. On the other hand, negative attitudes reflect that employees do not agree to organizational change. They are not motivated to involve in organizational change and sometimes they refuse it. Change managers are interested to have employees which are motivated and opened to change because this can lead to a successful change management process. On the other side, resistance to change can lead to the failure of change, because resistance may create costs and delays into change management process. This paper will explain which factors impose organizations to undertake changes time to time. Also, it will analyze how employees behave during organizational change. The aim of this paper is to explain why employees resist to organizational change and how can change managers reduce employees resistance.

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Shuang, Y., Y. Sutou, S. Hatayama, S. Shindo, Y. H. Song, D. Ando et J. Koike. « Contact resistance change memory using N-doped Cr2Ge2Te6 phase-change material showing non-bulk resistance change ». Applied Physics Letters 112, n^o 18 (30 avril 2018) : 183504. http://dx.doi.org/10.1063/1.5029327.

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

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

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HARUYAMA, Daichi, Akira TODOROKI, Yoshihiro MIZUTANI et Ryosuke MATSUZAKI. « OS08-4-4 A temperature change effect on damage detection of CFRP laminates by electrical resistance change method ». Abstracts of ATEM : International Conference on Advanced Technology in Experimental Mechanics : Asian Conference on Experimental Mechanics 2011.10 (2011) : _OS08–4–4—. http://dx.doi.org/10.1299/jsmeatem.2011.10._os08-4-4-.

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Brosnan, James T., Michael W. Barrett et Prasanta C. Bhowmik. « Herbicide resistance in turfgrass : a chance to change the future ? » Weed Technology 34, n^o 3 (juin 2020) : 431–36. http://dx.doi.org/10.1017/wet.2020.28.

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AbstractHerbicide resistance has for decades been an increasing problem of agronomic crops such as corn and soybean. Several weed species have evolved herbicide resistance in turfgrass systems such as golf courses, sports fields, and sod production—particularly biotypes of annual bluegrass and goosegrass. Consequences of herbicide resistance in agronomic cropping systems indicate what could happen in turfgrass if herbicide resistance becomes broader in terms of species, distribution, and mechanisms of action. The turfgrass industry must take action to develop effective resistance management programs while this problem is still relatively small in scope. We propose that lessons learned from a series of national listening sessions conducted by the Herbicide Resistance Education Committee of the Weed Science Society of America to better understand the human dimensions affecting herbicide resistance in crop production provide tremendous insight into what themes to address when developing effective resistance management programs for the turfgrass industry.

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Bateh, Justin, Mario E. Castaneda et James E. Farah. « Employee Resistance To Organizational Change ». International Journal of Management & ; Information Systems (IJMIS) 17, n^o 2 (27 mars 2013) : 113. http://dx.doi.org/10.19030/ijmis.v17i2.7715.

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As change management becomes an essential ingredient of organizations performance, the body of literature describing successful and unsuccessful change management initiatives continues to expand. Numerous articles and studies provide an insight into the nature of change management and its most common pitfalls. The most recurring themes include resistance to change, readiness for change, leadership effectiveness, employee commitment and participation in change initiatives, and the roles and competencies needed to ensure the success of strategic change. The present article focuses on one of these themes: resistance to change. Understanding of resistance may enable managers to reduce conflict and increase collaboration. To meet these challenges, leaders must be trained and educated to overcome resistance to change. This article points out important types of resistance for organizations to address.

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Thomas, Robyn, et Cynthia Hardy. « Reframing resistance to organizational change ». Scandinavian Journal of Management 27, n^o 3 (septembre 2011) : 322–31. http://dx.doi.org/10.1016/j.scaman.2011.05.004.

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Henry, Pamela K. « Overcoming Resistance to Organizational Change ». Journal of the American Dietetic Association 97, n^o 10 (octobre 1997) : S145—S147. http://dx.doi.org/10.1016/s0002-8223(97)00751-7.

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Saksvik, Ingvild Berg, et Hilde Hetland. « Exploring Dispositional Resistance to Change ». Journal of Leadership & ; Organizational Studies 16, n^o 2 (21 avril 2009) : 175–83. http://dx.doi.org/10.1177/1548051809335357.

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Sha, Bey-Ling. « Editor’s essay : Change and resistance ». Journal of Public Relations Research 29, n^o 2-3 (4 mai 2017) : 69–72. http://dx.doi.org/10.1080/1062726x.2017.1343053.

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Hetherington, Naomi. « Mary Cholmondeley : Resistance and Change ». Women : A Cultural Review 22, n^o 4 (décembre 2011) : 428–31. http://dx.doi.org/10.1080/09574042.2011.618703.

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Mok, Dennis, et Tyronne S. Pitsis. « Countermeasure to change resistance in ». Microbiology Australia 32, n^o 2 (2011) : 108. http://dx.doi.org/10.1071/ma11108.

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

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Margolis, Howard. « Understanding, Facing Resistance to Change ». NASSP Bulletin 75, n^o 537 (octobre 1991) : 1–8. http://dx.doi.org/10.1177/019263659107553702.

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Greiner, Larry E. « Resistance to Change During Restructuring ». Journal of Management Inquiry 1, n^o 1 (mars 1992) : 61–65. http://dx.doi.org/10.1177/105649269211010.

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Spicer, André. « Book Review : Resistance for Change ». Organization 13, n^o 3 (mai 2006) : 455–58. http://dx.doi.org/10.1177/1350508406066251.

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O′Connor, Carol A. « Resistance : The Repercussions of Change ». Leadership & ; Organization Development Journal 14, n^o 6 (juin 1993) : 30–36. http://dx.doi.org/10.1108/01437739310145615.

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35

Horvat, Đuro, et Davor Perkov. « INDIVIDUAL RESISTANCE IN CHANGE PROCESS ». CBU International Conference Proceedings 1 (30 juin 2013) : 19–24. http://dx.doi.org/10.12955/cbup.v1.10.

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Organizational changes in which great human efforts have been invested, as well as financial resources and time, in reality often result in low or only short-term effects. The purpose of this paper is to emphasize the highest possible level of communication with employees in order to proactively overcome individual resistance. The scope of the primary research for this study demonstrates the analysis of the questionnaire results which was obtained from 30 Croatian managers and their experience with individual resistance to changes. The survey showed four types of largest barriers in Croatian organizations. The main conclusion is that managers in this country lack the knowledge of operating in a challenging competitive environment.

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LeTourneau, Barbara. « Managing Physician Resistance to Change ». Journal of Healthcare Management 49, n^o 5 (septembre 2004) : 286–88. http://dx.doi.org/10.1097/00115514-200409000-00003.

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Valov, Ilia, et Michael N. Kozicki. « Cation-based resistance change memory ». Journal of Physics D : Applied Physics 46, n^o 7 (1 février 2013) : 074005. http://dx.doi.org/10.1088/0022-3727/46/7/074005.

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Igaki, Takeharu, et Takayuki Sakagami. « Resistance to change in goldfish ». Behavioural Processes 66, n^o 2 (mai 2004) : 139–52. http://dx.doi.org/10.1016/j.beproc.2004.01.009.

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The Lancet Microbe. « Antimicrobial resistance : plus ça change ». Lancet Microbe 2, n^o 5 (mai 2021) : e168. http://dx.doi.org/10.1016/s2666-5247(21)00097-5.

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Todoroki, Akira, Keisuke Suzuki, Ryosuke Matsuzaki et Yoshihiro Mizutani. « OS08-4-2 Electrical Resistance Change of CFRP Caused by Compression Loading ». Abstracts of ATEM : International Conference on Advanced Technology in Experimental Mechanics : Asian Conference on Experimental Mechanics 2011.10 (2011) : _OS08–4–2—. http://dx.doi.org/10.1299/jsmeatem.2011.10._os08-4-2-.

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Jones, Stephen L., et Andrew H. Van de Ven. « The Changing Nature of Change Resistance ». Journal of Applied Behavioral Science 52, n^o 4 (5 octobre 2016) : 482–506. http://dx.doi.org/10.1177/0021886316671409.

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This research examines whether relationships between change resistance and its consequences and antecedents strengthen or weaken over time during an extended duration of organizational change. In 40 health care clinics undergoing a 3-year period of significant organizational changes, we found that resistance to change had increasingly negative relationships over time with two important consequences: employees’ commitment to the organization and perceptions of organizational effectiveness. That these relationships became stronger (rather than weaker) over time suggests festering effects of resistance to change. We also found that over time supportive leadership was increasingly impactful in reducing change resistance. A major implication of this research for practice is that it is important for change agents to address employee resistance because, left unchecked, it can fester and increasingly inflict harm. Also, engaging in supportive leader behaviors can be particularly useful in ameliorating resistance to change at later stages of a change initiative.

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Kuzhda, Tetiana. « Diagnosing resistance to change in the change management process ». Economics, Management and Sustainability 1, n^o 1 (19 décembre 2016) : 49–59. http://dx.doi.org/10.14254/jems.2016.1-1.5.

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Kuzhda, Tetiana. « Diagnosing resistance to change in the change management process ». Economics, Management and Sustainability 1, n^o 1 (19 décembre 2016) : 49–59. http://dx.doi.org/10.14254/jems.2017.1-1.5.

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J. Adriaenssen, Daniel, et Jon-Arild Johannessen. « Prospect theory as an explanation for resistance to organizational change : some management implications ». Problems and Perspectives in Management 14, n^o 2 (11 mai 2016) : 84–92. http://dx.doi.org/10.21511/ppm.14(2).2016.09.

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

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Hatanaka, T., J. T. Potts et A. A. Shoukas. « Invariance of the resistance to venous return to carotid sinus baroreflex control ». American Journal of Physiology-Heart and Circulatory Physiology 271, n^o 3 (1 septembre 1996) : H1022—H1030. http://dx.doi.org/10.1152/ajpheart.1996.271.3.h1022.

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Despite the well-established fact that the carotid sinus baroreflex system has profound control over the physical properties of the systemic circulation, the resistance to venous return (RVR) seems to be invariant of such control. We hypothesized that this apparent paradox may be explained from the baroreflex changes in systemic arterial compliance. In 12 pentobarbital-anesthetized mongrel dogs, RVR was measured at controlled carotid sinus pressures (CSP) of 50 and 200 mmHg with normal and artificially increased arterial compliance. Arterial compliance was determined from the arterial pressure decay when systemic blood flow was stopped with total vena caval occlusion. Changing CSP between 50 and 200 mmHg changed RVR significantly only under the condition of artificially increased arterial compliance. A four-parameter lumped model of the systemic circulation revealed that the baroreflex changes in arterial compliance and arterial resistance, which occurred in opposite directions, prevented a change in RVR when CSP was changed. The data also suggested that approximately 75% of RVR was attributed to large and conduit veins, the resistances along which were insensitive to baroreflex control. We concluded that the invariance of RVR results from a combination of 1) baroreflex change in the arterial compliance, 2) baroreflex insensitivity of the resistance along large and conduit veins, and 3) spatially distinct location between the major site of reflex change in capacitance and the major site of compliance.

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Aizawa, Shifumi, Toshio Ogasawara et Takeshi Ogawa. « OS09W0305 Sensitive strain monitoring of SiC fiber/epoxy composite using electrical resistance change ». Abstracts of ATEM : International Conference on Advanced Technology in Experimental Mechanics : Asian Conference on Experimental Mechanics 2003.2 (2003) : _OS09W0305. http://dx.doi.org/10.1299/jsmeatem.2003.2._os09w0305.

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Ventura, Hector O., Merrill H. Stewart et Carl J. Lavie. « New Guidelines, Increasing Hypertension Numbers, Resistance and Resistance to Change ? » Mayo Clinic Proceedings 94, n^o 5 (mai 2019) : 745–47. http://dx.doi.org/10.1016/j.mayocp.2019.03.014.

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Cua, Francisco Chia, et Steve Reames. « Why Technologists Resist Negative Change ». International Journal of Information Systems and Social Change 3, n^o 4 (octobre 2012) : 84–96. http://dx.doi.org/10.4018/jissc.2012100106.

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This paper is a critical and non-empirical review of innovation resistance and anti-consumption: the concepts, concerns, conflicts, and convergence. Both resistances to innovation and anti-consumptions converge to one another which influence the opinions (i.e., market mavens) of the market segment or non-adopters (voluntary simplifiers). Voluntary simplifiers or non-adopters represent over fifty percent (50%) of the market segment. This paper focuses on the embedded (hidden) assumptions of the resistance to innovation and anti-consumption and describes how the two concepts are different. When both converge, the exact reasons in favor of action will occur. The paper concludes that the technologist can adapt to negative change if they better understand why non-adopters resist innovation and consume products against their better judgment.

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Wooding, Scott. « A Psychodynamic Approach to Change Resistance ». Change Management : An International Journal 12, n^o 1 (2013) : 17–22. http://dx.doi.org/10.18848/2327-798x/cgp/v12i01/50769.

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Mokolensang, Louis, Charles Henry S Tangkau et Wilson Bogar. « LEADERSHIP RESPOND TO ORGANIZATIONAL CHANGE RESISTANCE ». SEIKO : Journal of Management & ; Business 3, n^o 2 (12 juin 2020) : 12. http://dx.doi.org/10.37531/sejaman.v3i2.563.

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This study aims to describe the analysis, and interpret the leadership style of the Sukur Village Chief Airmadidi District, North Minahasa Regency. The method of approach uses qualitative or postpositivistic, because it is considered appropriate according to the problem at hand. The results of the research obtained by the Lurah in communicating are still not open, many decisions are not conveyed to his employees transparently and the Lurah's weak ability to communicate both with employees and the community. Good communication will have an impact on the preparation of work program planning which is a further action after determining the vision organization; Experience in the world of government is still minimal with a background of junior high school teachers and educational qualifications not in the field of government and the village head does not understand the vision and mission of the village organization; The Lurah does not really understand the main tasks and does not yet have a work program planning and Lurah's inhospitability in decision making is dominated by the character of his past and his reluctance to practice according to existing rules. The ability of the lurah in understanding the existing resistance either personally to the rules or resistance to problems related to decision making has not yet implemented the existing rules and is more dominated by what is not desired by the rules, understanding the rules there but to practice those which are still not maximal, especially in in his decision-making which is dominated by his feelings and delegation of tasks that do not understand Job description according to the duties that are owned, so that the problem solving in this study The need for rolling positions based on expertise and competence; Commitment to the involvement and participation of the Lurah needs to be increased; Positioning a Lurah must Understand the Auth and rules; Assignment of tasks based on task fields and competencies; Background The Lurah must meet educational qualifications, skills and loyalty

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