Search results

1 – 10 of over 18000
Article
Publication date: 17 January 2023

Muhammad Kashif Imran, Ambreen Sarwar, Tehreem Fatima and Syed Muhammad Javed Iqbal

In the current dynamic world, organizations required rapid changes to meet the increasing demands of their customers. On the other hand, the practice side claims that the majority…

Abstract

Purpose

In the current dynamic world, organizations required rapid changes to meet the increasing demands of their customers. On the other hand, the practice side claims that the majority of the organizational change attempts fail due to resistance from the employee side. Based on the behavioral theory of leadership, the authors examined the relationship between ethical leadership and organizational change with moderated mediation effect of behavioral resistance to change and commitment to change on the stated relationship.

Design/methodology/approach

Data were obtained from 333 employees, selected at random, in three waves (i.e. pre-change, during change and post-change) using survey methods from services sector organizations operating in Pakistan.

Findings

The authors found that ethical leadership was positively linked to organizational change and this relation was partially mediated by the commitment to change. Further, behavioral resistance to change weakened the relationship between ethical leadership and commitment to change.

Practical implications

The current study illuminates the importance of ethical leaders in the organizational change process, and empirical findings also gave an important direction to build change commitment in employees to reach positive results. Further, change leaders should use ethical practices in the workplace during organizational change initiatives to deal with behavioral resistance to change.

Originality/value

This study links ethical leadership with organizational change using the behavioral theory of leadership, an unexplored area in the existing literature that gives a new insight to academia and practice side officials to successfully implement any organizational change initiative.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 11 no. 4
Type: Research Article
ISSN: 2049-3983

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…

2373

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: 8 August 2016

Peerayuth Charoensukmongkol

The purpose of this paper is to investigate the contribution of mindfulness to employee psychological reactions to mergers and acquisitions (M&A) and its consequence on behavioral

1815

Abstract

Purpose

The purpose of this paper is to investigate the contribution of mindfulness to employee psychological reactions to mergers and acquisitions (M&A) and its consequence on behavioral resistance to M&A.

Design/methodology/approach

Questionnaire data were collected from 114 employees of a Japanese bank that acquired a local financial institution in Thailand. Data were collected a week before the official integration began. Data were analyzed using partial least squares regression.

Findings

Employees who exhibited a higher level of mindfulness tended to report a lower cognitive evaluation of M&A and affective reaction to M&A. A lower cognitive evaluation and affective reaction were found to associate with lower behavioral resistance to M&A.

Research limitations/implications

First, the findings were based on cross-sectional data. Second, other organizational and leadership factors that might influence the employee reaction to M&A are not considered in the analysis. Third, self-reported measures can be susceptible to respondent bias. Fourth, small sample size can limit the generalizability of the findings.

Practical implications

Mindfulness training could be considered as one alternative approach in the intervention to help employees cope effectively with anxiety toward M&A.

Originality/value

This research is the first that provides empirical evidence for the role of mindfulness on employee psychological reactions to M&A.

Details

Journal of Organizational Change Management, vol. 29 no. 5
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 5 May 2022

Rindi Ardika Melsalasa Sahputri, Sujarwoto Sujarwoto and Bambang Santoso Haryono

This study aims to investigate resistance behaviour among academics in an Indonesian institution of higher education. The context was institutional policy change on international…

Abstract

Purpose

This study aims to investigate resistance behaviour among academics in an Indonesian institution of higher education. The context was institutional policy change on international peer-review publication, and the objective was to associate resultant resistance behaviour with personality, trust in management, social influence and intrinsic reward.

Design/methodology/approach

The study used a cross-sectional design and surveyed 150 junior, mid-career and senior academics at the University of Brawijaya, Indonesia. Resistance behaviour was measured using Oreg's resistance behaviour instrument. Data were analysed using partial least squares structural equation modelling.

Findings

Dispositional resistance to change was the strongest factor in resistance behaviour among academics following the adoption of a new policy concerning international peer-reviewed publication, while intrinsic reward was the factor that most consistently contributed to all aspects of resistance. Trust in management and social influence within the academic organisation were related to resistance behaviour among academics to publishing in peer-reviewed journals.

Originality/value

This study proposes a multi-dimensional measure of attitude to investigate resistance behaviour in an academic organisation. This measure meets the challenges inherent in mapping invisible resistance behaviour in the context of an institution of higher education. The multivariate analyses that we used enabled us to compare and to test individual factors of resistance (i.e. dispositional resistance to change) and organisational factors of resistance (i.e. trust in management, social influence and intrinsic reward) simultaneously. This study is also the first investigation of academic resistance to policy change intended to improve research culture concerning peer-reviewed publications in Indonesia; the Indonesian case is interesting in the international literature on developing research culture as the country's educational system is still developing and is less likely to provide a positive research culture than institutions in countries with more established systems of higher education.

Details

International Journal of Educational Management, vol. 36 no. 5
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 1 November 2001

Wayne H. Bovey and Andrew Hede

Observes that the published literature on resistance to organisational change has focused more on organisational issues rather than individual psychological factors. The present…

39393

Abstract

Observes that the published literature on resistance to organisational change has focused more on organisational issues rather than individual psychological factors. The present study investigated the role of both adaptive and maladaptive defence mechanisms in individual resistance. Surveys were conducted in nine organisations undergoing major change and responses were obtained from 615 employees. The results indicate that five maladaptive defence mechanisms are positively correlated with behavioural intention to resist change, namely, projection, acting out, isolation of affect, dissociation and denial. The adaptive defence mechanism of humour was found to be negatively correlated with resistance intention. Identifies two intervention strategies which can be used by management to address the effects of defence mechanisms on resistance during periods of change in organisations.

Details

Journal of Managerial Psychology, vol. 16 no. 7
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 1 December 2001

Wayne H. Bovey and Andy Hede

Most previous studies of organizational change and resistance take an organizational perspective as opposed to an individual perspective. This paper investigates the relationship…

25104

Abstract

Most previous studies of organizational change and resistance take an organizational perspective as opposed to an individual perspective. This paper investigates the relationship between irrational ideas, emotion and resistance to change. Nine organizations implementing major change were surveyed providing data from 615 respondents. The analysis showed that irrational ideas are positively correlated with behavioural intentions to resist change. Irrational ideas and emotion together explain 44 percent of the variance in intentions to resist. Also outlines an intervention strategy to guide management in developing a method for approaching resistance when implementing major change.

Details

Leadership & Organization Development Journal, vol. 22 no. 8
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 4 July 2016

Usman Aslam, Muhammad Ilyas, Muhammad Kashif Imran and Ubaid- Ur- Rahman

The purpose of this research is to investigate the detrimental effects of cynicism on organizational change. It presents an interactive and novel theoretical research model based…

2989

Abstract

Purpose

The purpose of this research is to investigate the detrimental effects of cynicism on organizational change. It presents an interactive and novel theoretical research model based on organizational cynicism. The study aims to determine the causes of cynicism and suggests remedies for it so that change may be implemented with the consensus of all stakeholders.

Design/methodology/approach

This is an associational study that aims to test the hypotheses of linear relationships among the variables used in the proposed model. Data have been collected from 417 employees, working for three public sector organizations, by using self-administrated questionnaires. The model proposed in this research has been tested by using regression analysis in Amos 22. The interactive effects have been examined by using Aguinis’s (2004) multiple moderated regression.

Findings

The results reveal that dispositional resistance increases the intention of an employee to exhibit withdrawal behavior and that organizational contextual factors have statistically significant relationships with employees’ withdrawal behavior and their job satisfaction. Moreover, the results of interactive effects are partially significant.

Practical implications

The Government of Pakistan, the managements of public sector organizations and workplace unions can resolve the issues of cynicism and job insecurity by involving employees in decision making and by building trust in change leaders. Employees’ participation and their trust in change leaders can decrease their intentions to exhibit withdrawal behavior and lessen the occurrences of organizational cynicism. In addition, trust in change leaders can raise job satisfaction, while job insecurity can decrease the job satisfaction levels of employees.

Originality/value

This research presents and examines a unique multiple interactive model of organizational cynicism. Until recently, a scant number of studies particular to Asian culture, have investigated the detrimental and interactive effects of cynicism on organizational change.

Details

Journal of Organizational Change Management, vol. 29 no. 4
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 16 July 2021

Richa Singh, Geetika Goel, Piyali Ghosh and Saitab Sinha

This study examines the link of effective change implementation (CIE) with select human resource (HR) practices and employees' resistance to change (RTC) amidst ongoing mergers in…

Abstract

Purpose

This study examines the link of effective change implementation (CIE) with select human resource (HR) practices and employees' resistance to change (RTC) amidst ongoing mergers in Indian public sector banks (PSBs). It also intends to highlight the role of RTC as a mediator in this mechanism.

Design/methodology/approach

The authors used a structured questionnaire administered through a survey of employees of select PSBs that have undergone mergers. The hypothesized relationships were tested on 220 responses with structural equation modelling.

Findings

Training and communication of change as HR practices were found to have significant effects in implementing change. RTC fully mediated the relationship of training and CIE, and partially mediated the association of communication and CIE. Communication had a stronger influence on RTC than training. This finding upholds the importance of communication but also implies that training can reinforce effective communication of change and may not affect the implementation if not directed towards handling resistance.

Practical implications

The significance of communication as a finding supports the theory of planned behaviour. The authors’ results also align with the social exchange theory and can be extended to the job demands-resources model. PSBs may plan for phase-wise training initiatives starting from the announcement till the end of a merger. PSBs also need to effectively communicate all relevant HR issues to employees, thus being transparent and fair. Both online and offline modes of communication can be explored. Overall, the senior management has to imbibe the handholding of employees in the short term and a sense of empathy in the longer term.

Originality/value

Research on HR in Indian banking mergers seems to take a back seat vis-à-vis strategic issues and financial performance. There also is a limited empirical examination of the role of HR practices in effective change implementation. This paper addresses both these issues by proposing a conceptual model and empirically validating it amidst the merger of PSBs. The authors also highlight how training and communication are effective in handling resistance to change.

Details

Management Decision, vol. 60 no. 3
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 17 August 2020

Hanvedes Daovisan and Thanapauge Chamaratana

The purpose of this study is to apply a grounded theory (GT) approach to develop a theory of resistance to change in the financial management of Laotian family firms.

1090

Abstract

Purpose

The purpose of this study is to apply a grounded theory (GT) approach to develop a theory of resistance to change in the financial management of Laotian family firms.

Design/methodology/approach

The research adopts a GT approach, using a theoretical sampling procedure. Interviews were conducted with 36 Laotian family firms between April 2017 and May 2019. The in-depth interview transcriptions were analyed using open coding, axial coding and selective coding.

Findings

The interviewees identified that strategic planning, budgeting and management processes are factors influencing resistance to change. Research results show that accounting portfolios, investment decisions and return on assets are aspects of financial management that are particularly prone to change. The authors, therefore, suggest that Laotian family firms’ reduction in confidence and loss aversion may activate resistance to the adoption of more efficient financial management practices.

Originality/value

To the best of the authors’ knowledge, this is the first research to attempt to use grounded data to emerge a theory of resistance to change in financial management in Laos.

Details

Journal of Accounting & Organizational Change, vol. 16 no. 3
Type: Research Article
ISSN: 1832-5912

Keywords

Article
Publication date: 19 October 2015

Usman Aslam, Muhammad Arfeen, Wahbeeah Mohti and Ubaid ur Rahman

The aim of this study is to explore the impact of cynicism on the relationship among personality traits, organizational contextual factors and job outcomes. This study set up and…

Abstract

Purpose

The aim of this study is to explore the impact of cynicism on the relationship among personality traits, organizational contextual factors and job outcomes. This study set up and examined the overarching model on resistance to change. Moreover, there were two models theoretically presented and investigated, i.e. direct and indirect models. This study was an attempt to explore and capture the causes of organizational cynicism against the change initiative.

Design/methodology/approach

A case study research design was used in this study, and data were collected from 335 employees by using purposive sampling technique and structured questionnaire. While linear regression and Baron and Kenny’s (1986) tests were used to evaluate the direct and indirect models.

Findings

Results highlighted the considerable positive relationship between dispositional resistance and employee’s turnover intention. Additionally, significant connection was also examined among organizational contextual factors and job outcomes, whereas interactive impact of behavioral resistance was found in the relation among dispositional resistance, organizational contextual factors and employee’s intent to quit. However, another dimension of organizational cynicism, i.e. cognitive resistance, could not influence the direct linear relationship between organizational context and continuance commitment.

Research limitations/implications

Major limitations of this research were non-probability sampling technique, cross-sectional design, single organization and traditional data collection tool.

Practical implications

Management can eradicate cynicism by providing social support and positive information, i.e. job security, wage award, medical benefits and promotion criteria, after implementing change. The management can clarify the objectives of that change by including employees in decision-making, reducing employee’s turnover intention. Organizational cynicism is a faith, which means that the change leaders have lack of integrity; when organizational cynicism mixes with negative cognitive process, it leads to a more destructive behavior against that change.

Originality/value

This study contributed to the extensive knowledge of organizational cynicism. A conceptual model of resistance to change the model was unique in nature. There were rare studies conducted to check the impact of organizational cynicism on privatization, especially in the sub-continent. Therefore, it will add a good contribution in quality literature to understand the cynicism and its consequences for privatization.

Details

Transforming Government: People, Process and Policy, vol. 9 no. 4
Type: Research Article
ISSN: 1750-6166

Keywords

1 – 10 of over 18000