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1 – 10 of 945Alexandra Michel, Rune Todnem By and Bernard Burnes
The purpose of this research is to test the moderating role of dispositional resistance in achieving sustainable organisational change.
Abstract
Purpose
The purpose of this research is to test the moderating role of dispositional resistance in achieving sustainable organisational change.
Design/methodology/approach
Four studies were conducted in the period 2005‐2007. Each study included the participation of individuals experiencing ongoing organisational changes at the time, and was repeated with an independent sample in order to strengthen the meaning of the findings.
Findings
The studies confirmed the assumed positive relationship between benefit of change and commitment to change. Furthermore, two studies confirmed the assumed negative relationship between extent of change and commitment to change, while the other two studies, in contrast to the hypothesis presented, found a positive relationship. Despite the assumptions, with the exception of one study it was not possible to show moderating effects of resistance to change.
Research limitations/implications
The study casts doubt about resistance to change defined as a disposition and its stability across different contexts. In explaining these results, the authors draw on Lewin's work on resistance to change.
Originality/value
The paper argues that the importance of dispositional resistance is that it predisposes individuals to view change in a particular way, either negatively or positively. However, the level of resistance towards a specific change event will be influenced by other factors, noticeably the organizational context and the way the change is managed. Consequently, the importance of dispositional resistance lies in its ability to influence an organization's readiness for change and to identify the level of resistance it might expect to meet, and thus the approach to change it needs to adopt.
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Nasib Dar, Saima Ahmad, Kamal Badar and Yasir Mansoor Kundi
This paper aims to probe the prevailing belief that engaging in innovative work behavior (IWB) will invariably lead to favorable outcomes. To do so, the paper integrates…
Abstract
Purpose
This paper aims to probe the prevailing belief that engaging in innovative work behavior (IWB) will invariably lead to favorable outcomes. To do so, the paper integrates followership theory and cognitive dissonance theory to investigate the connection between employees’ IWB and despotic leadership, and the mediating role of interpersonal conflict with the supervisor in this connection. Moreover, the moderating impact of the supervisor’s dispositional resistance to change trait on the direct and indirect relationship between IWB and despotic leadership is explored.
Design/methodology/approach
The data were collected through a multi-wave survey of 350 employees and 81 supervisors working in 81 public schools.
Findings
The findings show that IWB has a positive and significant relationship with despotic leadership, and this relationship is mediated by interpersonal conflict with the supervisor.
Originality/value
To the best of the authors’ knowledge, this is the first study that examines the link between IWB and despotic leadership via interpersonal/dyadic conflict and explores the moderating effect of leadership dispositional resistance to change trait in this indirect relationship.
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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.
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Nabil Mzoughi and Wafa M’Sallem
This research aims to describe three profile segments (postponers, opponents and rejectors) of non‐adopters of internet banking in Tunisia, and attempts to predict consumers’…
Abstract
Purpose
This research aims to describe three profile segments (postponers, opponents and rejectors) of non‐adopters of internet banking in Tunisia, and attempts to predict consumers’ willingness to adopt this new technology using a range of factors.
Design/methodology/approach
The theoretical background was mainly based on dispositional resistance to change theory, as well as previous literature on internet banking. A total of 595 surveys were collected via face‐to‐face interviews. In order to predict consumers’ intentions, selective factors were proposed (i.e. perceived usefulness, perceived risk, dispositional resistance to change, demographics). Data was assessed through multinomial logistic regression.
Findings
Significant differences were observed between the three segments (postponers, opponents and rejectors) on the basis of the proposed predictors. Moreover, dispositional resistance to change as a personality trait plays a significant role in behavioral intentions.
Originality/value
Dispositional resistance to change as a personality trait is still underdeveloped in marketing research studies. This paper provides managerial recommendations for Tunisian bank practitioners to better profile their targets.
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Xiaohong Xu, Stephanie C. Payne, Margaret T. Horner and Allison L. Alexander
The purpose of this paper is to examine how individual differences influence employees’ attitude toward organizational change. Specifically, the present study examined how and why…
Abstract
Purpose
The purpose of this paper is to examine how individual differences influence employees’ attitude toward organizational change. Specifically, the present study examined how and why proactive personality, dispositional resistance to change, and change self-efficacy influence employees’ perceived fairness about the organizational change.
Design/methodology/approach
Structural equation modeling was utilized to analyze the survey data obtained from a sample of 140 food service employees after some organizational changes in leadership, menu offerings, and facilities.
Findings
The results revealed support for two micromediational chains predicting change fairness: first, change self-efficacy leads to less uncertainty and second, dispositional resistance to change leads to less communication regarding change resulting in employees perceiving they have fewer opportunities to voice concerns about the changes.
Research limitations/implications
The cross-sectional design prevents causal inferences and the generalizability of the present findings beyond similar samples experiencing similar changes is unknown. However, the predictions were based on theories that apply to all employees regardless of the changes or the employees’ occupations or workplace.
Social implications
Employees with particular personality traits are more receptive to change, suggesting that organizations should consider the impact of individual differences when facing large-scale change. To ensure the success of organizational change, organizations should communicate with employees and encourage employee input before implementing change which in turn improves the chances that employees will have favorable reactions to the change.
Originality/value
This is the first study to examine how and why individual difference variables influence employees’ perceptions about organizational change fairness.
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Imanol Belausteguigoitia Rius and Dirk De Clercq
This paper aims to investigate the relationship of knowledge sharing with unethical pro-organizational behavior (UPB) and the potential augmenting effects of two factors…
Abstract
Purpose
This paper aims to investigate the relationship of knowledge sharing with unethical pro-organizational behavior (UPB) and the potential augmenting effects of two factors: employees’ dispositional resistance to change and perceptions of organizational politics.
Design/methodology/approach
Quantitative data come from employees in a Mexican manufacturing organization. The hypotheses tests use hierarchical regression analysis.
Findings
Knowledge sharing increases the risk that employees engage in UPB. This effect is most salient when employees tend to resist organizational change or believe the organizational climate is highly political.
Practical implications
Organizations should discourage UPB with their ranks, and to do so, they must realize that employees’ likelihood to engage in it may be enhanced by their access to peer knowledge. Employees with such access may feel more confident that they can protect their organization against external scrutiny through such unethical means. This process can be activated by both personal and organizational factors that make UPB appear more desirable.
Originality/value
This study contributes to organizational research by providing a deeper understanding of the risk that employees will engage in UPB, according to the extent of their knowledge sharing. It also explicates when knowledge sharing might have the greatest impact, both for good and for ill.
Objetivo
Este artículo analiza la relación entre compartir conocimiento y el comportamiento pro-organizacional no ético (CPE), así como el potencial efecto amplificador de dos factores: la resistencia al cambio de los empleados y la percepción del clima político de la organización.
Diseño/metodología/aproximación
Se emplean datos cuantitativos procedentes de los empleados de una organización manufacturera mejicana. Las hipótesis se contrastan utilizando análisis de regresión jerárquico.
Resultados
Compartir conocimiento aumenta el riesgo de que el empleado desarrolle CPE. Este efecto es mayor cuando los empleados muestran resistencia a los cambios organizativos o creen que el clima organizativo está altamente politizado.
Implicaciones prácticas
Las organizaciones deben desincentivar el CPE, y para hacerlo deben comprender que la probabilidad de que ocurra aumenta con el acceso al conocimiento de otros compañeros. Los empleados con acceso a este conocimiento pueden percibir que pueden proteger a la organización frente al escrutinio externo por medio de este comportamiento no ético. Este proceso puede activarse tanto por factores personales como organizacionales que hagan la aparición de CPE más deseable.
Originalidad/valor
Este estudio contribuye a la investigación proporcionando una comprensión más profunda del riesgo de que los empleados muestren CPE, en conexión con su grado de conocimiento compartido. También explica cuando compartir conocimiento puede tener un mayor impacto, para bien o para mal.
Objetivo
Este artigo analisa a relação entre compartilhar o conhecimento e comportamento pró-organizacional antiético (CPA), bem como o potencial efeito ampliador de dois fatores: a resistência a mudança de funcionários e a percepção do clima político da organização.
Design/metodologia/aproximação
Dados quantitativos são utilizados por funcionários de uma organização de manufatura mexicana. As hipóteses são testadas usando análise de regressão hierárquica.
Objetivo
Resultados – Compartilhar os resultados aumenta o risco de que o funcionário desenvolva o CPA. Esse efeito é maior quando os funcionários mostram resistência às mudanças organizacionais ou acreditam que o clima organizacional é altamente politizado.
Implicações práticas
As organizações devem desencorajar o CPA, e para isso devem entender que a probabilidade de isso acontecer aumenta com o acesso ao conhecimento de outros colegas. Os funcionários com acesso a esse conhecimento podem perceber que podem proteger a organização do escrutínio externo por meio desse comportamento antiético. Este processo pode ser ativado por fatores pessoais e organizacionais que tornam o surgimento de CPA mais desejável.
Originalidade/valor
Este estudo contribui para a investigação, fornecendo uma compreensão mais profunda do risco que os funcionários exibem CPA, em conexão com o seu grau de conhecimento compartilhado. Também explica quando o compartilhar conhecimento pode ter um impacto maior, para melhor ou para pior.
Details
Keywords
- Knowledge sharing
- Unethical pro-organizational behaviour
- Resistance to change
- Perceived organizational politics
- Comportamiento organizativo no ético
- Compartir información
- Resistencia al cambio: clima político organizativo percibido
- Comportamento organizacional antiético
- compartilhar informações
- resistência à mudança: clima organizacional político percebido
Zhenduo Zhang, Huan Xiao, Xueqin Gou, Miaomiao Li and Junwei Zheng
Previous research has examined the effects of discrete affects on voice; however, the role of trait and state affects in voice literature has received little attention. This study…
Abstract
Purpose
Previous research has examined the effects of discrete affects on voice; however, the role of trait and state affects in voice literature has received little attention. This study aims to address this important issue from a conservation of resources perspective, by exploring the influence of daily positive affect and emotional resistance to change on the voice of employees and their resulting work outcomes.
Design/methodology/approach
The study collected data about 285 daily episodes from 57 employees over five consecutive days, using an experience sampling method (ESM) through mobile surveys. The study found that emotional resistance to change was negatively related to employee voice and in-role performance.
Findings
Voice mediated the negative relationship between emotional resistance to change and in-role performance. The study also found that daily positive affect buffered the negative effects of emotional resistance to change on voice.
Originality/value
These findings extend the research concerning affect and voice; the study provides integrative insight into how affect dynamically influences organizations.
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Mads Nordmo Arnestad, Marcus Selart and Rune Lines
This paper details an experimental study (n=197) that explores how different types of managerial change justifications affect employees’ reactions. The purpose of this paper is to…
Abstract
Purpose
This paper details an experimental study (n=197) that explores how different types of managerial change justifications affect employees’ reactions. The purpose of this paper is to explore the impact of managerial justification of a controversial decision in referential terms, ideological terms or a combination of the two.
Design/methodology/approach
A randomized controlled experiment was used applying case-based video clips to ensure vividness and realism in the experimental manipulation.
Findings
The results show that referential justification caused a drop in the perceived trustworthiness of management, such that it reduced employees’ perceptions of the manager’s integrity. The effect was most pronounced in participants having elevated levels of dispositional resistance to change. The drop in perceived integrity was indirectly associated with reduced intention to support the change together with adverse affective and cognitive reactions to change.
Originality/value
A robust test of different change justifications in a randomized, controlled setting, which also highlights the psychological mechanisms through which referential change justifications reduce follower trust. This result should help managers more readily understand the components of successful communication in organizational change.
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Roy K. Smollan, Jonathan A. Matheny and Janet G. Sayers
Published studies of the relationships between personality, affect, and organizational change have been overwhelmingly quantitative, while clinical and psychodynamic approaches…
Abstract
Published studies of the relationships between personality, affect, and organizational change have been overwhelmingly quantitative, while clinical and psychodynamic approaches have seldom dealt with the context of organizational change. We used semistructured interviews to explore the “middle ground”, by researching how participants in change believed aspects of their personalities contributed to their responses, particularly on an affective level. We found that traits such as openness to experience, resilience, pragmatism, change self-efficacy, and locus of control influenced participants' perceptions of how they reacted to organizational change. The findings point to the important role that qualitative research into personality can play in improving understanding of emotional responses to organizational change.
Lisa Beasley, Sandra Grace and Louise Horstmanshof
Understanding how individuals respond and adapt to change is essential to assist leaders to manage transformational change effectively. Contemporary health care environments are…
Abstract
Purpose
Understanding how individuals respond and adapt to change is essential to assist leaders to manage transformational change effectively. Contemporary health care environments are characterised by frequent and rapid change, often with unrealistic and challenging timeframes. Researchers have employed a range of assessment scales to assess individual readiness for change. Hence, to select the appropriate scale, it is critical to compare the properties of these instruments. A scoping review will be conducted to identify scales that measure an individual's response to change in the healthcare environment.
Design/methodology/approach
In this article the authors used the PIC (Population or Problem, Interest, and Context) design and undertook a comprehensive literature search conducted in Eric, MEDLINE, EmCare, CINAHL, PsychINFO and PubMed. Management databases were also searched including Business Source Premium (Ebesco) and Business Collection (InfoRMIT). Reference lists were scrutinized, and citation searches were performed of the included studies. The primary outcome was the quality of the literature searches and the secondary outcome was time spent on the literature search when the PIC model was used as a search strategy tool, compared to the use of another conceptualizing tool or unguided searching.
Findings
This scoping review identified eight scales used to measure an individual's response to change. This scoping review did not identify any individual change readiness scales specifically designed for use in the healthcare environment. However, two scales (the Acceptance of Change Scale and the Resistance to Change Scale) had applicability across a wide variety of organisational settings.
Research limitations/implications
Scoping reviews do not set out to comprehensively source all relevant literature but rather to ascertain the nature and extent of the published literature in the field. Therefore, it is possible that a systematic review might uncover additional relevant papers.
Practical implications
This scoping review will assist change leaders to gain a better understanding of the different scales used to measure individual response to change.
Originality/value
To manage change effectively, change leaders first need to develop an understanding of how individuals respond and adapt to change. Change leaders require the necessary scales to assist them to understand change processes, providing an understanding of where individuals are placed on the change continuum. To the best of the authors' knowledge, this scoping review is the first of its kind to identify and review scales to measure individual response to change.
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