Resistance and the background conversations of change

By J. Ford, L. Ford, R. McNamara. 2002

248 citations recorded by the source corpus.

How researchers see this paper

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

Change process characteristics and resistance to organisational change: The role of employee perceptions of justice (2015, background): “…cognitive, affective and behavioural dimensions of resistance (Oreg, 2006; Piderit, 2000); the positivist versus post-modernist view of resistance (Ford et al., 2002; King and Anderson, 1995); resistance as an outcome of restructuring cognitive and cultural schema and attitudes (Bouwen and Fry,…”
Organizational Culture, Change and Emotions: A Qualitative Study (2009, background): “Resistance to change may be seen as culturally acceptable and negotiable – or as unacceptable and as a barrier to be ‘dealt with’ or ‘managed’ (Dent and Goldberg, 1999; Ford et al., 2002; van Dijk and van Dick, 2009).”
Individual Readiness for Organizational Change and Its Implications for Human Resource and Organization Development (2011, background): “…have shown that empirical-rational strategies may not work well in implementing organizational change (e.g., Barett, Thomas, & Hocevar, 1995; Ford et al., 2002; Green, 2004; Lyytinen & Damsgaard, 2001; Orlikowski & Hofman, 1997) and can be less effective than normative-reeducative…”