Resistance to organisational change: the role of defence mechanisms

By W. H. Bovey, A. Hede. 2001

385 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/86db308f1e4c84d3fad3c6d1598d5547fe72ff3b

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In Experimental and Cognitive Psychology

In Social Psychology

Citations in the corpus

RESISTANCE TO ORGANIZATIONAL CHANGE: LINKING RESEARCH AND PRACTICE (2010, neutral): “LODJ 31,1 44 D ow nl oa de d by U FP E A t 1 1: 44 2 5 N ov em be r 20 15 ( PT ) In this same study, Bovey and Hede (2001a) found that individual’s with higher tendencies to blame others, to be inert and passive, to avoid life’s difficulties, and to not take control of their own destinies (which…”
Giving too much social support: social overload on social networking sites (2015, methodology): “SNS discontinuous usage intention: We developed our own measure for the dependent variable discontinuous usage intention based on Bovey & Hede (2001) and Bhattacherjee (2001) by proposing a user resistance variable measuring discontinuous usage intention.”
Impact of Locus of Control Expectancy on Level of Well-Being (2012, background): “Bovey and Hede (2001) describe defence mechanisms as several types of reactions that protect an individual from overwhelming anxiety.”
Does meaning‐making help during organizational change? Development and validation of a new scale (2009, background): “Despite the extensive research on implementation of organizational change, the need for further research to expand our understanding of why people resist or support change is still needed (Armenakis and Harris, 2009; Bouckenooghe, 2009; Bovey and Hede, 2001).”
Middle managers' uncertainty management during organizational change (2006, background): “Given that employees identify that an outcome of effective communication with managers is the facilitation of their understanding (e.g. Armenakis et al., 1993; Bovey and Hede, 2001; DiFonzo and Bordia, 1998), the current study will examine this issue from middle managers’ view points.”
The Structure and Function of Attitudes Toward Organizational Change (2005, background): “There is broad agreement that successful implementation of organizational change depends on how organizational members react to the change (e.g., Bovey & Hede, 2001a; Carnall, 1986; Piderit, 2000) including the processes used for its implementation (Henderson, 2002; Korsgaard, Schweiger, &…”
Change fatigue: Development and initial validation of a new measure (2011, background): “It appears that some employees embrace the opportunities that come with organizational change while others use maladaptive defence mechanisms such as denial or dissociation to cope with what they perceive to be a stress-arousing situation (Bovey & Hede, 2001).”
Change Recipients’ Reactions to Organizational Change (2011, methodology): “In another study, use of maladaptive defense mechanisms, such as denial, dissociation, and isolation yielded greater behavioral resistance to an organizational change in comparison with the use of adaptive mechanisms, such as humor and anticipation (Bovey & Hede, 2001).”
Self-identity threat and resistance to change: Evidence from regular travel behaviour (2012, background): “However, resistance to change has been argued to result from psychological factors more complex than behaviour patterns (Bovey & Hede, 2001).”
Do 70 Per Cent of All Organizational Change Initiatives Really Fail? (2011, background): “Managers often focus attention upon, and become preoccupied with, the technical side of change, in dealing with quantifiable and predictable issues (Bovey and Hede, 2001).”
Personal Resources and Work Engagement in the Face of Change (2010, background): “…described above, and recognized by many authors in the management literature (Kotter, 1996, 2005; Stewart-Black & Gregersen, 2008), ultimately it is not organizations as entities that change, it is the people who are part of the organizations who change (Bovey & Hede, 2001, Woodman & Dewett, 2004).”