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The study identifies the gap in the understanding of how employee resistance to change (RTC) could impact different stages of the process of innovation. To address this research gap, the paper introduces a new model, which theorizes three moderating effects of RTC on the different elements of absorptive capacity (ACAP).

This study empirically tests the proposed model, using survey data collected from healthcare organizations in the United States of America.

First, the study reveals that RTC could damage the critical “connectedness” between potential absorptive capacity (PACAP) and realized absorptive capacity (RACAP), thus limiting the organization's ability to exploit new knowledge. Second, the findings also reveal that RTC can reduce the positive effect of acquisition (ACQ) on assimilation – the function responsible for decoding the meaning and for assimilating new valuable information incoming from the market.

Research limitations of this study are discussed further.

The paper presents specific practical implications for managers.

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This paper advances past research and practice by revealing two new mechanisms. When employees resist new changes initiated in the organizations, the resistance of employees will hinder the process of innovation in the following ways. (1) At the beginning of the process, employees can oppose and reject new valuable ideas incoming from the market. (2) At the stage of the implementation, such employees can engage in behavior that will weaken the organization's ability to successfully implement new process improvements that could otherwise increase organizational effectiveness.

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.

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.

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.

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.

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.

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

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.

In light of the increasingly aging workforce, it is interesting from both a theoretical and practical perspective to investigate empirically the commonly held stereotype that older workers are more resistant to change (RTC). Thus, the main purpose of this paper is to investigate the age/RTC relationship, considering tenure and occupational status (blue/white collar employees) as additional boundary conditions. Furthermore, the paper investigates the relationship between RTC and individual performance, thereby introducing RTC as a mediator in the age/job performance relationship.

Study hypotheses are tested among a sample of 2,981 employees from diverse companies. Structural equation modeling with bootstrapping procedures is applied to investigate the moderated-indirect model.

Contrary to common stereotypes, employee age is negatively related to RTC. Tenure and occupational status are further identified as boundary conditions for this relationship. Moreover, RTC also shows an association with individual job performance, which allows for the establishment of an indirect-mediation mechanism from age to job performance via the intermediation of RTC. These results can be explained using current life span concepts, particularly the selective optimization with compensation (SOC) model.

Hypotheses were tested in a cross-sectional data set, which does not allow for conclusions of causality.

This study contributes to the age stereotyping literature that has thus far neglected the age/RTC relationship. Furthermore, the age/job performance literature is extended by introducing RTC as an important mediating factor. In sum, this study should help provide a more positive and more differentiated picture of older employees in the workplace.

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).

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.

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”).

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.

This article provides the reader with a general understanding of the financial crisis of the U.S. savings and loan industry and a brief description of how the Resolution Trust Corporation (RTC) has dealt with one aspect — records management.

The purpose of this paper is to explore the different subcultures and the employees’ preparedness for change at an orthopaedic clinic in a university hospital in Sweden.

Surveys were sent out to 179 nurses and physicians. The survey included the two instruments Organisational Values Questionnaire and resistance to change (RTC) Scale.

The results suggest a dominance of a human relations culture, i.e. flexibility, cohesion and trust, in the orthopaedic clinic. These characteristics seemed to decrease RTC. Opposite to this, planning, routines and goal setting appeared to increase change-resistant behaviour.

By predicting potential obstacles in a certain context prior to a change process, resources can be used in a more optimal way. An instrument that pinpoints the culture of a particular healthcare setting may be a useful tool in order to anticipate the possible outcome of change.

The rational goal/internal processes dimension exerted a stronger association with RTC than in earlier studies. Deeply rooted standards and routinised care models, governed by work schedules, could be an obstacle to introducing a care model based on the individual needs of the patient. There was, however, a surprisingly low RTC. The results are contrary to the accepted understanding of public organisations known to be slow to change.

This innovative analysis aims to quantify the use of evaluation criteria in telemedicine and to identify current trends in metric adoption. The focus is to determine the frequency of actual performance metric reporting in telemedicine evaluation, in contrast to systematic reviews where assessment of study quality is the goal.

Automated literature search identified telemedicine studies reporting quantitative performance metrics. Studies were classified by telemedicine class; store‐and‐forward (SAF), real‐time consultation (RTC) and telecare (TC), and study stage. Studies were scanned for evaluation metric reporting, i.e. clinical outcomes, satisfaction, patient quality and cost measures.

Evaluation metric use was compared among telemedicine classes, and between pilot and routine use stages. Diagnostic accuracy was reported significantly more frequently in pilots for RTC and TC. Cost measures were more frequently reported in routine use for TC. Clinical effectiveness and hospital attendance were better reported in routine use for SAF. Comparison also revealed different evaluation strategies. In pilots, SAF favoured diagnostic accuracy, compared to RTC and TC. TC preferred clinical effectiveness evaluations and TC more frequently assessed patient satisfaction. Cost was only reported in less than 20 per cent of studies, but most frequently in RTC. Routine use led to increased reporting of all metrics, except diagnostic accuracy. Clinical effectiveness reporting increased significantly with routine use for RTC and SAF, but declined for TC.

Clinical outcomes and patient satisfaction were reported frequently in telemedicine studies, but reporting of other performance metrics was rare. Understanding current trends in metric reporting will facilitate better design of future telemedicine evaluations.

Prolonged closure of educational institutions prompted authorities to adopt online teaching as an alternative method to impart education. The purpose of this study is to investigate the readiness on the part of teachers to switch/adopt online teaching as a part of their pedagogy. Also, this study analyses relationship between perceived stress (PS) and readiness to change (RTC)/adopt.

All the constructs were adapted from established scales, exploratory factor analysis confirmed item loadings on the appropriate constructs. Convenience sampling was used for data collection; owing to COVID-19 this appeared to be the only viable method. Partial least square structural equation modelling was used for analysis of data.

Results from this study indicate that 32.2% variance in RTC is accounted for by exogenous constructs perceived usefulness, perceived ease of use and autonomy (AUT). Although f2 effect size pointed towards non-significance of AUT in predicting RTC (path coefficients were found to be significant for all the exogenous constructs). Also, RTC accounted for 32.6% variance in PS. To assess the predictive relevance of the model, blindfolding procedure was used to obtain Q2 values (Q2PS = 0.231; Q2RTC = 0.243). Positive Q2 values provide support for the model’s predictive relevance.

Data were collected from teachers employed in urban public schools. A complete picture can be obtained by involving teachers from rural public and state-run schools.

Teachers’ readiness to adopt online teaching as a part of their pedagogy may act as a starting point for the policymakers to design properly structured training programs for teachers that minimise stress levels.

If not handled properly, the society may end with either loss of learning to one generation or a major chunk of stressed-out teaching populations or both.

To the best of the author’s knowledge, this study is probably the first one focusing on sudden shift to online teaching and PS.

The technology acceptance model (TAM) is robust in predicting user acceptance of internet and communication technology (IT) in various contexts but with limited explanatory power. This research uses the theory of bureaucracy to test if resistance to change (RTC) is a significant external factor relevant to the TAM in explaining IT acceptance and usage in a government context. This paper aims to address these issues.

The research employs a survey of 700 randomly selected government employees in Hong Kong. Additional information is gathered from senior management to validate the survey results.

RTC can improve the explanatory power of TAM. It bridges previous researches' findings in the TAM. The TAM is confirmed applicable in the government context and most of the theoretical relationships hold true. However, the usefulness‐intention direct link is found to be unstable. Hong Kong Government staff as a whole tends to be reluctant to change. Statistical tests show that there are heterogeneous behaviour groups within the organization. Specifically, younger and more educated staff are more willing to change.

The usable sample is relatively small (n=66).

The use of IT relies on the resistance level. System managers should target the younger and more educated users first to build up sufficient user mass and adopt peer pressure for a more successful level of implementation across all staff.

This is the first research to test the TAM in the Hong Kong Government context. It shows that there are deficiencies in TAM and weaknesses in previous TAM research. Also, as RTC is common to all organizations, the findings in this research are valuable to all organizations.

This paper reviews the Lean Healthcare and Productive Ward: releasing time to care (RTC) literature and extracts the reported effects and impacts experienced by employees who implement it. The purpose of this paper is to identify and investigate the strength of the connection between the two models and explores the implications for leadership and implementation.

This study reviewed the Lean Healthcare and Productive Ward: RTC literature using strict systematic inclusion criteria. A qualitative content analysis was used to identify key characteristics of reported employee experience, effect or impact. Themes and categories were ranked by the number of citations and presented.

This study outlines the similar employee effects and impacts that exist between Lean-type improvement initiatives and the Productive Ward: RTC programme. It discusses the three top themes of: Empowerment, Leadership and Engagement and explores the opportunities for leadership. It also identifies one key difference between the two initiatives, the socio-cultural effect and impact which is strongly reported with Lean-type improvement initiatives. The socio-cultural element is discussed and presented as one of the fundamental aspects of Lean and the original Toyota production system.

This study brings new insights for leaders involved in Lean-type improvement initiatives which are currently being imported into healthcare and provides a comprehensive list of reported employee impacts and effects of value to healthcare leaders attempting to establish an environment and culture of improvement.