Resistance to Change: The Rest of the Story

By J. Ford, L. Ford, Angelo D'Amelio. 2008

1,093 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/7146b038aebf8b8ca766e3ee028d1991cc1dfdfe

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Citations in the corpus

Overcoming Resistance to Change and Enhancing Creative Performance (2014, background): “…because it prevents employees from taking appropriate risks, adopting new ways of thinking and doing, and initiating change, all of which are fundamental requirements of creative performance (Amabile et al., 1996; J. Ford et al., 2008; Frohman, 1997; Jermier et al., 1994; Woodman et al., 1993).”
On the Narrative Construction of Multinational Corporations: An Antenarrative Analysis of Legitimation and Resistance in a Cross-Border Merger (2011, background): “Likewise, in this view resistance is not limited to counterarguments to top management‘s initiatives but includes voicing concerns by alternative narratives (Ford et al. 2008, Thomas et al. 2010).”
FROM SUPPORT TO MUTINY: SHIFTING LEGITIMACY JUDGMENTS AND EMOTIONAL REACTIONS IMPACTING THE IMPLEMENTATION OF RADICAL CHANGE (2014, background): “As many scholars reviewing this literature have noted (Bartunek et al., 2011; Ford et al., 2008; Piderit, 2000), research on resistance to change has tended to take (a) a favorable view of change and change agents and (b) a dominantly individualistic and cognitive view of change resistors.”
Integrating the organizational change literature: a model for successful change (2015, background): “Jick, Kanter and Stein take into consideration many internal and external forces that might affect change as well as major processes involve, and they stress the importance of having “change agents”; people who are responsible for the formulation and implementation of the change (Ford et al., 2008).”
Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership (2018, methodology): “: employees seem to have stronger intentions to resist future change when there are discrepancies between what the organization stands for and what its agents in fact do (Ford et al., 2008).”
Building successful leadership coaching relationships: Examining impact of matching criteria in a leadership coaching program (2010, positive): “) Violations of trust, on the other hand, are associated with resistance to change and lower satisfaction ( Ford et al. , 2008”
Employee Resistance To Organizational Change (2013, positive): “Ford, Ford, and D’Amelio (2008) wrote that resistance to change grows from broken agreements and trust violations.”
Teacher Learning, Instructional Considerations and Principal Communication: Lessons from a Longitudinal Study of Collaborative Data Use by Teachers (2011, background): “This appears to be a particularly important consideration given research that links leader reform communication and sensegiving with the sensemaking and understanding of reform work, reform enactment, and organizational change (Ford and Ford, 1995; Kotter, 1995; Coburn, 2005; Ford et al., 2008).”
Rethinking ‘Top-Down’ and ‘Bottom-Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support (2017, positive): “Overstepping this conceptual hurdle allows us more latitude for understanding how we can better tap into the organization’s workforce to realize organization-wide change (J.D. Ford et al., 2008; Oreg, 2003; Pardo del Val and Martínez Fuentes, 2003; Piderit, 2000).”
Considering planned change anew:stretching large group interventions strategically, emotionally and meaningfully (2011, background): “default reaction of participants to change is resistance has been challenged (c.f., Dent & Goldberg, 1999; Ford et al., 2008).”