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1 – 10 of over 8000
Article
Publication date: 8 February 2011

Riccardo Peccei, Antonio Giangreco and Antonio Sebastiano

This study aims to contribute to a better understanding of resistance to change (RTC) by examining the role played by organisational commitment (OC) as a potential predictor and…

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Abstract

Purpose

This study aims to contribute to a better understanding of resistance to change (RTC) by examining the role played by organisational commitment (OC) as a potential predictor and moderator in the analysis of RTC.

Design/methodology/approach

First, alternative models of OC were developed, first as a co‐predictor of RTC, and then as a moderator of the relationship between key established antecedents of RTC and resistance itself. The main established antecedents of RTC examined included employees' perceptions of the benefits of change (PBC), their involvement in the change process (IIC), and their overall attitudes towards the change (ATC). The alternative OC models were tested using data from a sample of over 300 middle managers from an Italian public sector service provider company undergoing a radical process of change.

Findings

Results showed that OC, along with PBC and IIC, had a significant negative direct and indirect effect on RTC. The indirect effect was mediated by employee attitudes to the change. Contrary to expectations, however, commitment did not moderate any of the antecedents‐RTC relationships.

Research limitations/implications

Although based on self‐report cross‐sectional data, this paper suggests that, while OC has a main significant effect on RTC, it does not have a moderator effect in relation to RTC.

Practical implications

The results suggest that OC is not a substitute for the effective management of change, but rather that management would be well advised to give due consideration to both factors when planning and implementing change.

Social implications

The implications outlined above apply to a wide range of change initiatives, including the implementation of major social and economic programmes.

Originality/value

This paper adds to existing knowledge in the area of RTC, showing that employee attitudes towards the change is a key mediating mechanism through which OC may help to reduce resistance.

Details

Personnel Review, vol. 40 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 26 February 2021

Hong Liu, Jinfan Zhou, Huanchen Liu and Beining Xin

This research aims to investigate whether the uncertainty of gaining legitimacy from organizational change is an important antecedent of resistance to change and to explore why…

1101

Abstract

Purpose

This research aims to investigate whether the uncertainty of gaining legitimacy from organizational change is an important antecedent of resistance to change and to explore why some enterprises are reluctant to choose institutional entrepreneurship for transformation when the uncertainty of gaining legitimacy from organizational change is high.

Design/methodology/approach

The hypotheses are tested by multiple regression analysis and structural equation model, using data collected from a big company with 14 subsidiaries undergoing organizational change.

Findings

Uncertainty of gaining legitimacy from organizational change not only results in resistance to change through the mediating variable – organizational readiness for change but also is an important influencing factor for enterprises’ choices of change strategy.

Research limitations/implications

Transformational change may alter original organizational legitimacy so that some enterprises prefer isomorphic change and decoupling change to maintain original organizational legitimacy, rather than institutional entrepreneurship to seek new organizational legitimacy.

Practical implications

To foster innovation and a new form of creation for firms, governments should provide enterprises with legitimacy in time by establishing a rapid legitimacy learning mechanism to supplement institutional voids, whereas enterprises should promote organizational readiness for change to reduce the negative influence of the uncertainty of gaining legitimacy.

Originality/value

This research reveals that the uncertainty of gaining legitimacy from organizational change is an antecedent of resistance to change and enriches antecedent categorical presupposition of resistance to change. These findings provide valuable insight for explaining why enterprises in economic entities with institutional voids such as China chose similar change strategies rather than institutional entrepreneurship.

Details

Chinese Management Studies, vol. 15 no. 4
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 5 January 2023

Angela Workman-Stark

The purpose of this study was to investigate the contributors to individual resistance to diversity-related organizational change (DROC) and how it might be reduced.

Abstract

Purpose

The purpose of this study was to investigate the contributors to individual resistance to diversity-related organizational change (DROC) and how it might be reduced.

Design/methodology/approach

From survey data collected through three separate samples of the US population, the study tested the antecedents and outcomes of resistance to DROC and the moderating effect of organizational justice on these relationships.

Findings

Findings reveal that attitudes about workplace diversity are influenced by individual factors (sex and race), which in turn are significantly related to individual resistance to DROC. Independently, organizational justice moderated the effects of employee attitudes and perceived threats on resistance to DROC, suggesting that resistance is increased when employees perceive they are treated justly.

Originality/value

This is the first known study to investigate resistance to DROC as well as its potential antecedents and outcomes. Findings suggest that organizational justice is an important consideration in implementing DROC.

Details

International Journal of Organization Theory & Behavior, vol. 26 no. 1/2
Type: Research Article
ISSN: 1093-4537

Keywords

Article
Publication date: 9 April 2018

Vasiliki Amarantou, Stergiani Kazakopoulou, Dimitrios Chatzoudes and Prodromos Chatzoglou

Resistance to change (RtC) is widely recognized as the main reason of failure, when it comes to change initiatives. Despite its importance, there is still a rather limited…

8990

Abstract

Purpose

Resistance to change (RtC) is widely recognized as the main reason of failure, when it comes to change initiatives. Despite its importance, there is still a rather limited knowledge concerning the factors that trigger this behavior at the workplace. The purpose of this paper is to identify the factors affecting RtC in healthcare organizations (namely, hospitals) and specifically, in emergency departments (EDs).

Design/methodology/approach

An original conceptual framework (research model) has been developed and empirically tested using primary data collected from EDs of six Greek hospitals. In total, the actual sample incorporates the responses of 158 ED health professionals who completed a structured questionnaire.

Findings

The findings verified the initial assumption that “disposition towards change (DtC),” “anticipated impact of change (AIC)” and “attitude towards change (AtC)” mediate the impact of various personal and behavioral characteristics on “RtC.” The results suggested that “RtC” is (indirectly) influenced by four main factors (“employee-management relationship,” “personality traits,” “employee participation in the decision-making process” and “job security”).

Originality/value

This study investigates how several factors affect, both directly or indirectly, employee reactions toward “RtC.” It also examines the mediating effect of three factors (“DtC,” “AtC,” “AIC”) that capture three different dimensions of individual evaluation toward change, something that goes beyond previous work. In addition, the present study examines a wide range of antecedents of RtC, including both personality-related and job-related factors.

Details

Journal of Organizational Change Management, vol. 31 no. 2
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 28 March 2019

Veridiana Rotondaro Pereira, Antonio Cesar Amaru Maximiano and Diógenes de Souza Bido

The purpose of this paper is to investigate individuals’ attitudes toward organizational change, considering each phase of a business process management (BPM) implementation and…

2642

Abstract

Purpose

The purpose of this paper is to investigate individuals’ attitudes toward organizational change, considering each phase of a business process management (BPM) implementation and some antecedents of resistance as hierarchical position, sector and trust in management.

Design/methodology/approach

The study examines employees’ attitudes toward BPM change in the Brazilian market. To measure resistance to organizational change, the research adopted the change attitude scale developed by Oreg (2006). As potential antecedents for resistance, hierarchical position, sector and trust in management were considered. Five control variables were included: gender, company size, educational background, educational level and age range. The application of the survey considered three main parties: BPM implementers, BPM end-users and developers of BPM systems. The survey data, drawn from 113 useable questionnaires, were analyzed by structural equation modeling with partial least squares estimation.

Findings

The results of this research showed some interesting insights. First, hierarchical position has no significant effect on the reduction of resistance to process improvement changes. Contrary to what was expected, results showed that being in the manufacturing sector has no significant effect on the reduction of resistance. Finally, only trust in management has a significant effect on employees’ attitudes toward BPM implementation, and as phases go by this effect increases.

Practical implications

The paper could support BPM decision makers by providing a better understanding of employees’ attitudes toward BPM change. In this sense, the study could also provide real-life application, by facilitating the task of allocating priorities and supporting process-related decisions.

Originality/value

The research could incentivize a closer relationship between BPM implementers and BPM end-users, promoting opportunities, respect and mutual trust.

Details

Business Process Management Journal, vol. 25 no. 7
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 28 August 2020

Yajun Zhang, Peiran Gao, Junwei Zhang and Lu Lu

User resistance to change has been identified as a significant cause of information system (IS) implementation failure. Previous studies have proposed antecedents of user…

1333

Abstract

Purpose

User resistance to change has been identified as a significant cause of information system (IS) implementation failure. Previous studies have proposed antecedents of user resistance to change. However, whether project leadership (e.g. authoritarian leadership) can lead to user resistance to change remains unclear. By drawing on project leadership, affective event theory and contingency theory of leadership, the authors address this void by empirically examining whether authoritarian leadership can lead to user resistance to change through the mediation of negative emotion and whether the magnitude of this mediation depends on the power distance level.

Design/methodology/approach

This study examines the authors’ research model that integrates authoritarian leadership, negative emotion, power distance and user resistance to change using data from a matched-pair survey of 278 users and their supervisors involved in IS project implementation in China.

Findings

Negative emotion plays a mediating role in the relationship of authoritarian leadership and user resistance to change. In addition, power distance moderates the relationship between authoritarian leadership and negative emotion and the indirect effect of authoritarian leadership on user resistance to change in IS project implementation through negative emotion.

Originality/value

The authors’ research provides a comprehensive understanding of the antecedents of user resistance to change in IS project implementation and ultimately contributes to the IS project implementation literature and practice.

Details

Industrial Management & Data Systems, vol. 120 no. 10
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 22 May 2020

Jongbum Kim, Jeonghun Seo, Hangjung Zo and Hwansoo Lee

Electronic books (e-books) have been in the market for decades but have been unable to replace paper books. Previous studies on e-books have failed to identify significant factors…

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Abstract

Purpose

Electronic books (e-books) have been in the market for decades but have been unable to replace paper books. Previous studies on e-books have failed to identify significant factors affecting the adoption and diffusion of e-books. This study develops a theoretical framework to explain the adoption behavior of e-books from the perspective of user resistance.

Design/methodology/approach

After a pilot test with 50 e-book users, the research model is validated using a partial least squares structural equation modeling (PLS-SEM) technique. A web-based survey method is used to collect data from a sample of 350 people – selected from Korean e-book users and nonusers – during a week in March 2017. This study tests the reliability and validity of the integrated model of planned behavior and resistance theory and tests the hypotheses with bootstrapping resampling.

Findings

The results show that four barriers – usage, value, risk and image – cause resistance to change and users with higher resistance have lower intention to use. The moderating effect of self-efficacy between resistance to change and intention to use is confirmed. Self-efficacy interacts not only with the encouraging factors but also with resistance.

Originality/value

This study expands the understanding of users' adoption behavior of e-books by examining inhibiting factors using a novel integrated model. The findings of this research provide insights for digital product providers, especially e-book publishers, to understand why digital products have not been successful in the marketplace.

Details

Journal of Enterprise Information Management, vol. 34 no. 3
Type: Research Article
ISSN: 1741-0398

Keywords

Article
Publication date: 1 January 2010

Colleen C. Bee and Mark E. Havitz

Consumer loyalty has long been recognised as a key consideration of marketing strategies focused on customer retention. While the importance of the loyalty construct is widely…

2371

Abstract

Consumer loyalty has long been recognised as a key consideration of marketing strategies focused on customer retention. While the importance of the loyalty construct is widely recognised, the conditions and variables that foster consumer loyalty for a specific service may vary. This paper explores the variables that influence fan attendance at a professional sporting event. It extends prior research by conceptualising both a behavioural and an attitudinal component of loyalty, as well as considering fan involvement with the sport and attraction to the sport. The findings suggest that psychological commitment and resistance to change mediate the effect of fan attraction and involvement on behavioural loyalty in a professional sports context.

Details

International Journal of Sports Marketing and Sponsorship, vol. 11 no. 2
Type: Research Article
ISSN: 1464-6668

Keywords

Article
Publication date: 5 October 2012

Fernando Jaramillo, Jay Prakash Mulki, Vincent Onyemah and Martha Rivera Pesquera

The purpose of this paper is to investigate why salespeople resist change and the impact of resistance to change on customer responsiveness and performance outcomes.

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Abstract

Purpose

The purpose of this paper is to investigate why salespeople resist change and the impact of resistance to change on customer responsiveness and performance outcomes.

Design/methodology/approach

Survey responses derived from 233 salespeople from three large financial institutions in Mexico are used to test relationships involving salespersons’ resistance to change.

Findings

Salespeople are more likely to resist change if they believe that change increases their workload. They are less likely to resist change when they have higher levels of job autonomy and self‐efficacy. Resistance to change has a negative impact on customer responsiveness and salesperson's performance.

Research limitations/implications

This study makes an important contribution to the literature by identifying factors that explain salesperson's resistance to change. Study findings rely on salesperson survey responses collected in one country and industry. Future research is needed to assess the generalizability of findings and causality of the proposed relationships.

Practical implications

Resistance to change affects the salespersons’ capacity to respond to customer demands and ultimately undermines performance. Managers can help reduce resistance to change by providing salespeople with greater job autonomy and by explaining how change affects their workload.

Originality/value

To the authors’ knowledge, this is the first paper linking salesperson resistance to change to job performance.

Article
Publication date: 15 August 2016

Sridhar N. Ramaswami, Sekar Raju and Dana C. Page

This research aims to examine two constructs that define loyal brand relationships – greater resistance to changing their brand beliefs and attitudes (resistance to change) and…

Abstract

Purpose

This research aims to examine two constructs that define loyal brand relationships – greater resistance to changing their brand beliefs and attitudes (resistance to change) and greater willingness to shun competitor brands (determinism). The paper develops and tests psychometrically sound scales to measure these two constructs and proposes and tests a model that identifies antecedent and outcome linkages between resistance and determinism and other brand relationship measures across two studies.

Design/methodology/approach

Scale development was done following the guidelines recommended by Nunnally and Bernstein (1994) and Churchill (1979). Factor analysis was used to test scale item fit. Discriminant validity, scale reliability tests, nomological and predictive validity tests were conducted.

Findings

This study adds to the literature by identifying the specific dimensions that compose the resistance concept. It finds that strong resistance leads to determinism at the high end. It also finds that brand engagement is an outcome of resistance. In addition, three sub-components of the resistance dimension – resistance to new products that offer higher value, resistance to value improvements of competing offerings and resistance to quality deterioration for the focal or object brand – are also identified and scale items developed to measure them.

Research limitations/implications

Resistance to change and determinism are less understood and researched concepts in the context of brand relationships. Further, these two dimensions are of particular importance in emerging markets such as India because of the changes taking place in these markets with the introduction of many global brands competing with traditional strong brands. For new brands, a key question is how to reduce the resistance that consumers exhibit toward trying out new brands. For existing brands, the key question is how to leverage the resistance that consumers have in trying out a new brand so that greater determinism is built and defections are minimized. This research helps answer some of these questions.

Originality/value

The primary purpose of the study was to identify the specific dimensions that compose the resistance concept. An important aspect of brand relationships is the ability to foster greater strength in the relationship. While the important of resistance has been known, a good scale to measure it has been lacking.

Details

Journal of Indian Business Research, vol. 8 no. 3
Type: Research Article
ISSN: 1755-4195

Keywords

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