Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change

By Sandy Kristin Piderit. 2000

1,924 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/8b38ade01f69aab5e3b6511544c6f4be58d0c084

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Organizational outcomes of leadership style and resistance to change (Part One) (2015, background): “Eliminating RTC altogether may be an organizational leader’s instinct, but it may result in poor quality change initiatives and weak organizations (Kanter, 1985; Piderit, 2000).”
Empowering Leadership, Risk-Taking Behavior, and Employees’ Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity (2020, background): “Nevertheless, change is essential for an organization to survive [39] and the acceptance of organizational change by its employees influences its success [40].”
Overcoming Resistance to Change and Enhancing Creative Performance (2014, background): “Managerial Implications Resistance has long been considered a detrimental construct in the world of work; when employees are unwilling to let go of the status quo, negative outcomes are expected (Amabile et al., 1996; C. Ford, 1996; George, 2007; Piderit, 2000).”
Do Perceptions of Ethical Conduct Matter During Organizational Change? Ethical Leadership and Employee Involvement (2014, background): “Successful change efforts consider employees’ reactions to change (Armenakis et al. 1993; Piderit 2000).”
Trust and distrust: Polar opposites, or independent but co-existing? (2014, background): “Such responses – neither consistently negative nor consistently positive – have also been theorized to be potentially the most prevalent initial response to change (Piderit, 2000).”
Managing Organizational Change: Negotiating Meaning and Power-Resistance Relations (2011, background): “Similarly, there is scope for more nuanced conceptualizations of resistance that incorporate a consideration of ambivalence (cf. Piderit, 2000) since, as our study shows, resistance can veer from facilitative to oppositional during a single workshop.”
Strategic and Regulatory Approaches to Increasing Women in Leadership: Multilevel Targets and Mandatory Quotas as Levers for Cultural Change (2016, background): “Contemporary change management literature continues to emphasise top-down and bottom-up change processes, while acknowledging the complex and multidimensional nature of organisational change (Piderit 2000; Seel 2000; Burnes 2005).”
Understanding The Dual Nature of Ambivalence: Why and When Ambivalence Leads to Good and Bad Outcomes (2017, neutral): “Defensive coping Vince & Broussine, 1996; Piderit, 2000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59”
Considering planned change anew:stretching large group interventions strategically, emotionally and meaningfully (2011, background): “Since the 1990s, academic interest in the cognitive and emotional processes of individuals in organizations has increased (e.g., Bernerth, Armenakis, Feild, & Walker, 2007; Lines, 2004; Piderit, 2000).”
Teachers' trust in AI-powered educational technology and a professional development program to improve it (2022, methodology): “…in our study, teachers proposed various ways to use the automated results in their practice, which is on par with previous research considering blended pedagogy as a continuum rather than one specific scenario of using online technology in bricks- and-mortar settings (Powell et al., 2015).”
Increasing the Use of Evidence‐Based Teaching in STEM Higher Education: A Comparison of Eight Change Strategies (2014, background): “Adapted from Plowman et al. (2007). 242 Borrego & Henderson”