A multidimensional view of resistance to organizational change: Exploring cognitive, emotional, and intentional responses to planned change across perceived change leadership strategies
By D. Szabla. 2007
131 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/1e3e03af9bee335cb7583757f2e85956cce9e710
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In Organizational Behavior and Human Resource Management
- Roy K. Smollan
- Janet G. Sayers
- Myungweon Choi
- P. Almeida
- M. Velez
- Laida Agote
- Nekane Aramburu
- Rune Lines
Citations in the corpus
- Authentic Leadership Perception, Trust in the Leader, and Followers’ Emotions in Organizational Change Processes (2016, background): “, Fugate, Kinicki, & Prussia, 2008; Giæver, 2009a; Giæver & Hellesø, 2010; Huy, 2005; Kiefer, 2005; Liu & Perrewé, 2005), especially those that analyze the antecedents and consequences of emotions (e.g., Avey et al., 2008; Bartunek et al., 2006; Fugate et al., 2008; Huy, 2005; Kiefer, 2005; Lines et”
- RESISTANCE TO ORGANIZATIONAL CHANGE: LINKING RESEARCH AND PRACTICE (2010, unknown): “Szabla (2007) studied how employees’ perceptions of leadership strategies influence individuals’ reactions to organizational change.”
- Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership (2018, background): “…of factors that can contribute to unsuccessful change processes, including pressures from the business environment and inadequate organizational infrastructure, resistance to change has been identified as a primary source of change failure (Reger, Mullane, Gustafson & DeMarie, 1994; Szabla, 2007).”
- Organizational Culture, Change and Emotions: A Qualitative Study (2009, background): “While change has cognitive, affective and behavioral components, the affective aspects are frequently overlooked (Piderit, 2000; Szabla, 2007).”
- Individual Readiness for Organizational Change and Its Implications for Human Resource and Organization Development (2011, background): “As Proposition 1 suggests, when designing organizational change interventions, organization change professionals should not only consider changes in knowledge and information or intellectual rationales for change but also focus on changes in attitudes, values, and significant relationships (Szabla, ”