Resistance to change: developing an individual differences measure.

By Shaul Oreg. Journal of Applied Psychology, 2003

1,499 citations recorded by the source corpus.

Subfields: Applied Psychology, Clinical Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/83810c03324aad30451f497572b2b48c5e1fa937

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Citations in the corpus

The Development and Validation of the Feedback Orientation Scale (FOS) (2010, background): “Oreg (2003) asserts that resistance to change involves a reluctance to lose control, the quality of cognitive rigidity, a lack of psychological resilience, intolerance to the adjustment period involved in change, preference for low levels of stimulation and novelty, and a reluctance to give up old h”
Routinization, work characteristics and their relationships with creative and proactive behaviors (2006, background): “The beneficial effects of routinization can be stressed to make repetition more pleasant for those persons who find it boring, as there seem to be individual differences in how much routine employees enjoy (Oreg, 2003).”
Minds, Hearts and Deeds: Cognitive, Affective and Behavioural Responses to Change (2006, background): “In developing and testing a scale to measure dispositional reactions to change, Oreg (2003) found four major relevant personality factors: need for routine, emotional responsiveness, short-term focus on outcomes and cognitive rigidity.”
Commitment to Organizational Change: A Critical Review (2010, background): “Thus, commitment to change is of import to employees, in terms of how they experience their working lives, and to managers, in terms of achieving desirable organizational or work-unit outcomes, and overcoming resistance to change (Oreg, 2003).”
Considering planned change anew:stretching large group interventions strategically, emotionally and meaningfully (2011, background): “On the micro end, there has been considerable attention to the roles and experiences of recipients of change (e.g., Bartunek, Rousseau, Rudolph, & DePalma, 2006; Oreg, 2003), including their individual and collective affective”
An exploration of consumer resistance to innovation and its antecedents (2009, background): “…that innovations which conflict with the usage patterns of competing and well-established products (e.g., a piece of software not compatible with Microsoft Windows), or that contradict well-established workflows, practices, or habits, will face resistance (Hurter & Rubenstein, 1978; Oreg, 2003).”
Examining the process of offender change: the transition to crime desistance (2009, background): “There are multiple reasons why an individual may be resistant to change, including preference for routine, short-term focus and rigid thinking (Oreg, 2003); however, research suggests that even those pursuing important life changes do not follow a linear path toward their desired habits,…”
A communication model of employee cynicism toward organizational change (2008, methodology): “For example, Oreg (2003) developed the Resistance to Change Scale to measure an individual’s tendency to resist change.”
Multilevel Readiness to Organizational Change: A Conceptual Approach (2013, background): “…organization’s capability of implementing change, the meso level refers to a group’s capacity and decision to support change, and the micro level refers to the individual’s perception of change (Judge, Thoresen, Pucik, & Welbourne, 1999; Oreg, 2003; Vakola & Nikolaou, 2005; Wanberg & Banas, 2000).”
Implementation of Circular Economy Business Models by Small and Medium-Sized Enterprises (SMEs): Barriers and Enablers (2016, neutral): “The attitudes and behaviour of employees also fall under the same category; while working for an environmentally conscious company may motivate some employees, others are more reluctant or are unaware of how to change business-as-usual operations, or may even perceive green practices as additional w”
Values at Work: The Impact of Personal Values in Organisations (2019, methodology): “Sverdlik and Oreg (2015) found that when organisational change was imposed, emphasising conservation (vs.”
Change process characteristics and resistance to organisational change: The role of employee perceptions of justice (2015, background): “…has transformed resistance from its original conceptualisation as a systemic barrier (Lewin, 1947, 1951) to more individually and psychologically-based processes that underpin negative responses to change (Dent and Goldberg, 1999; Ford et al., 2008; Foster, 2010; Oreg, 2003; Piderit, 2000).”
The Dark Side of Visionary Leadership in Strategy Implementation: Strategic Alignment, Strategic Consensus, and Commitment (2018, background): “Uncertainty about (strategic) change processes and the associated loss of control and fear of failure may invite negative responses to strategic change (Coch & French, 1948; Fedor, Caldwell, & Herold, 2006; Oreg, 2003).”