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“I’m just me”: A study of managerial resistance

Ann P. Young (East London Business School, University of East London, Dagenham, UK)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 1 August 2000

Abstract

An important component of managers’ behaviour is their perceptions of power. Suggests that an examination of managerial resistance might be one way in which questions relating to managers’ behaviour can be answered, particularly during periods of imposed organizational change. By applying the concept of ideology to both organizational and psychological structures, a comprehensive theory of managerial resistance is proposed that provides an integrated explanation of what, how and why managers resist. Tests this theory empirically by using individualism to examine the content of a number of interviews with middle managers. From the results, it appears that the development of such a framework is possible but it will need to be tested against the other ideologies of importance to the managers, managerialism, professionalism and gender. The complex interrelationships, both synergies and conflicts, between these will need to be explored in developing this theory further.

Keywords

Citation

Young, A.P. (2000), "“I’m just me”: A study of managerial resistance", Journal of Organizational Change Management, Vol. 13 No. 4, pp. 375-388. https://doi.org/10.1108/09534810010339068

Publisher

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MCB UP Ltd

Copyright © 2000, MCB UP Limited