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Digital-only banks are emerging as challenger banks to the traditional-bank business model in South Africa. However, traditional-bank customers could resist the use of digital-only banks, theoretically due to their satisfaction with the status quo. Consequently, inertia arising from bias to traditional banks based on status quo satisfaction could engender their resistance to become customers of digital-only banks. The objective of the study, therefore, is to investigate how traditional-bank customers' inertia influences digital-only bank resistance.

Based on a literature review, digital-only bank adoption barriers and cognitive-based initial distrusting beliefs were identified as mediators of the influence of inertia on digital-only bank resistance. To test the mediation model empirically, data was collected from 610 traditional-bank-only customers.

The five adoption barriers fully mediate the influence of inertia on cognitive-based initial distrusting beliefs. The five barriers in serial with cognitive-based initial distrusting beliefs partially mediate the influence of traditional-bank customers' inertia on digital-only bank resistance. Cognitive-based initial distrusting belief is an essential factor in the mechanism underlying the influence of traditional-bank customers' inertia on digital-only bank resistance.

Digital-only banks are relatively new. Research is therefore lacking in consumer behavior explaining the use of digital-only banks by traditional-bank customers in the South African context. A further novelty of the study is the empirical assessment of mechanisms that explain the influence of inertia on cognitive-based initial distrusting beliefs, and the influence of inertia on resistance behavior.

The purpose of this study is to theoretically link design thinking with behavioural strategy, using empirical results that relate three cognitive dimensions: design thinking personality traits, cognitive passive resistance and linear thinking, and, consequently, determine: if there is a negative relationship between design thinking traits and cognitive passive resistance and if this relationship is mediated by linear thinking.

This study used a quantitative methodology of covariance-based structural equation modelling. The data were collected from a three-scale, self-completed questionnaire, which was constructed using the existing modelling of the academic literature. The questionnaire was validated by confirmatory factor analysis and applied to a sample of 342 professional engineering and business graduates in Colombia.

The results of the structural equation modelling demonstrate a negative relationship between design thinking traits and cognitive passive resistance, and this relationship is mediated by linear thinking. These findings link design thinking and behavioural strategy and build new foundations for future studies, providing further theoretical support to the academic literature’s discussion of the relationship between design thinking and theories of managerial practices and innovation management.

The main limitation of this study is the subjectivity of the answers because of potential bias from the respondents in completing the questionnaire. Another limitation is that the research was conducted only in the context of Colombia, so it is recommended that other studies be carried to generalise the results. This study has several theoretical implications. This study contributes to existing research on design thinking, evidencing a promising field of study to support it theoretically, such as the behavioural strategy. This study also contributes to the literature on innovation management deepening into a field of study that has received less attention in the literature, such as passive cognitive resistance to innovation. Likewise, this study presents a theoretical contribution to the dual process of cognition, proposing a new dimension to the construction of the multidimensional concept of nonlinear thinking. This study also contributes to the behavioural strategy field, evidencing a growing area of application in strategic management, such as design thinking. Finally, this research also proposes the development of a new research avenue about the concept of knowledge hiding as a possible source of innovation resistance.

This research also has implications for business and engineering education and practice. This study’s results suggest that before implementing an organisational initiative such as design thinking, which seeks to change people's behaviour, it is necessary to approach it as a cognitive process and develop strategies to mitigate passive cognitive resistance to change. This research’s results also present implications for business and engineering education, evidencing the need to include other perspectives of thinking that allow non-designers to develop creative thinking.

To the best of the authors’ knowledge, this is the first quantitative study on design thinking as a business management concept using linear thinking of non-designers to relate design thinking traits with cognitive passive resistance. This research provides theoretical and empirical support for framing design thinking within the field of behavioural strategy.

The purpose of this paper is to explore the essence that is, the nature of organizational responses to efficiently resist enforced change in institutionalized work practice destined to address poor organizational performance. The micro-foundations of the cognitive logic that are activated when organizations face change are hereby conceptualized.

Using a case study design, the study focusses on narratives of a failure to implement a regulatory enforced change in work practice at a military academy established in the 1600s. The interviews are complemented by secondary data.

The analysis reveals a cognitive framework by which the members of the organization shaped their responses. By building on micro-foundations for mobilizing resistance (i.e. the essential substance at a micro level), this study shows how the cognitive logic is activated to respond to change. To show how the cognitive logic is used to mitigate and compensate for incongruences with the regulatory logic, this study outlines a set of strategic resistance maneuvers and cognitive resistance forces that restrict regulatory influence on change in work practice. This study thus provides insights into maneuvers and resistance forces that members may activate to resist change efficiently.

To the author’s knowledge, this is the first study to attempt to conceptualize the essence of the cognitive logic activated to resist organizational change.

This paper aims to conceptualize two dimensions of active innovation resistance (AIR): cognitive active resistance and emotional active resistance. A scale to measure this construct is proposed and tested.

Three studies were conducted, with sample sizes of 195, 190 and 186, to test the discriminant, convergent, nomological and criterion validity of the proposed AIRc+e scale and to analyze its explanatory and predictive power. Data were gathered using the online platform of a US-based research company.

The authors provide evidence that AIR is a two-dimension construct comprising a cognitive and an emotional dimension. AIR was modeled as a third-order construct, comprising two second-order constructs, cognitive active resistance and emotional active resistance. The impact of adding an emotion dimension to active resistance was therefore assessed, and the results indicated that the explanatory and predictive power of the AIR measure improved as expected.

Consumers are most likely to resist innovations launched onto the marketplace, either prior to or after evaluating them. A better understanding of the reasons behind their resistance to innovation, as well as of its mechanisms, is of great importance in decreasing an innovation’s chances of failure.

This study proposes that incorporating emotion into the assessment of AIR will result in a deeper understanding of adoption and rejection behavior, expanding the current knowledge of consumer behavior in innovation-related, new product adoption and decisions.

Explore how the degree of humanization affects user misconduct, and provide effective misconduct prevention measures for the wide application of artificial intelligence in the future.

Based on the “Uncanny Valley theory”, three experiments were conducted to explore the relationship between the degree of humanization of service machines and user misbehavior, and to analyze the mediating role of cognitive resistance and the moderating role of social class.

There is a U-shaped relationship between the degree of humanization of service machines and user misbehavior; Social class not only regulates the main effect of anthropomorphism on misbehavior, but also regulates the intermediary effect of anthropomorphism on cognitive resistance, thus affecting misbehavior.

The design of the service robot can be from the user’s point of view, combined with the user’s social class, match different user types, and provide the same preferences as the user’s humanoid service robot.

This study is an important reference value for enterprises and governments to provide intelligent services in public places. It can prevent the robot from being vandalized and also provide users with a comfortable human-computer interaction experience, expanding the positive effects of providing smart services by government and enterprises.

This study avoids and reduces users' misbehavior towards intelligent service robots, improves users' satisfaction in using service robots, and avoids service robots being damaged, resulting in waste of government, enterprise and social resources.

From the perspective of product factors to identify the inducing factors of improper behavior, from the perspective of social class of users to analyze the moderating effect of humanization degree and user improper behavior.

The purpose of this paper is to clarify the role of organizational culture in governing the dynamics of resistance and facilitation of change by explicating the operational mechanisms underlying the Model of Organizational Change in Cultural Context (OC3 Model).

A conceptual definition of facilitation is introduced that parallels the psychosocial construction of resistance, while departing from traditional views that cast these constructs as polar opposites. Within the context of the OC3 Model, a multifaceted perspective on organizational change is advanced in which facilitation takes place alongside of, rather than in the absence of, resistance.

Two sources of resistance and facilitation are delineated, both stemming from the degree of cultural alignment of the content (strategic initiatives) and process (implementation strategies) elements of strategic change. The dynamic interplay of these independent sources of resistance and facilitation is explored within the context of the OC3 Model where the consequences of cultural alignment or misalignment are considered with respect to change implementation and linked to established theory and empirical evidence. Four interaction effects emerge from this analysis: augmentation, undermining, prevailing and immunity. A visual model illuminating the countervailing effects of facilitation on resistance is provided, along with illustrative examples derived from multiple ethnographic field studies.

Theoretical and practical implications of these interaction effects for advancing scholarship and leading organizational change are explored.

Articulating this theoretical extension of the OC3 Model provides a valuable corrective to extant theories of change that afford equal importance to all culturally embedded sources of resistance and fail to account for the counter balancing effects of facilitation.

This study aims to delve into the varying impacts of different types of emotions conveyed through retailers' review request texts on consumers' intention to write a review.

To verify the relationships between these variables, two laboratory experiments were conducted in this study.

The findings indicate that when accompanied by an objective statement, texts that evoke empathy and favor have a positive influence on consumers' inclination to write a review. Moreover, by examining the underlying mechanism, this study uncovers two interconnected mediators, namely persuasive intent and cognitive (affective) resistance, along with empathy and helping intention. Additionally, the study explores the moderating role of customer satisfaction with the product, shedding light on the contextual factors that influence the effects of emotional cues in review texts.

This research contributes to the literature and practice by focusing on the process of retailers' generating online reviews. This is one of the first studies to systematically examine the effects of emotional text in retailers' review request on consumers' reviewing intention from the perspective of emotional evocation. The experimental findings and the underlying mechanisms emphasize the impact of different types of emotions in retailers' review requests texts on consumers' reviewing intentions. It can help retailers better understand the psychological reactions of consumers when they ask reviews, which provide theoretical support for retailers to design more reasonable asking texts.

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.

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.

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.

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.

This chapter provides a review and extension of research pertaining to the respective roles of leaders, managers, and human resource management (HRM) practices on employee reactions to organizational change. Particular focus is given to the differential effects of these factors on employee commitment and resistance to change. A review of organizational change research between 2001 and 2011 revealed these outcomes to be two of the most commonly studied and consequential employee reactions to change. The review also demonstrates that research lacks precision in the treatment (conceptualization and measurement) of these constructs. For instance, sometimes the leadership and management of change are clearly differentiated, other times equated, and yet other times blurred. Arguments are presented that encourage researchers to refine theory and tests of leading and managing change, as well as their respective implications for change-related HRM. A specific case is made for the academic and practical utility of theory and practice that explicitly integrates leadership and management roles and responsibilities. Doing so will more closely align with and capture the inherent complexity of organizational change and employees’ experience. The intent is to urge both scholars and practitioners of change to adopt broader, yet more precise and practical, perspectives on how to influence employee reactions and change outcomes. To this end, special attention is paid to roles of leaders, managers, and HRM practices.