WHY DO EMPLOYEES RESIST TEAMS? EXAMINING THE "RESISTANCE BARRIER" TO WORK TEAM EFFECTIVENESS

By Bradley L Kirkman, Robert G. Jones, Debra L. Shapiro. 2000

97 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/740e1b36c51daaa2d7cca856d19032dadf596b50

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. A. Rafferty
2. A. Armenakis
3. N. Jimmieson
4. Ashlea Troth
5. Peter J. Jordan
6. G. Han
7. P. D. Harms
8. Wilmar B. Schaufeli

In Sociology and Political Science

1. G. Han
2. Ashlea Troth
3. Peter J. Jordan
4. P. D. Harms
5. A. Armenakis
6. A. Rafferty
7. N. Jimmieson

Citations in the corpus

• Emotional Intelligence and Conflict Resolution: Implications for Human Resource Development (2002, background): “A common change in organizations is the move toward self-managing work teams (SMWTs), which have been linked to conflict (Kirkman et al., 2000).”
• Team identification, trust and conflict: a mediation model (2010, background): “For instance, Kirkman et al. (2000) found that trust was a primary issue raised in open-ended comments by members of self-managing work teams.”
• Change Readiness (2013, background): “Examples of personal characteristics that have been studied include individuals’ needs (Miller et al., 1994), values (Kirkman et al., 2000), and personality traits, such as dispositional resistance to change (Hon, Bloom, & Crant, in press; Oreg, 2003) and generalized selfefficacy (Neves, 2009).”