Personality, context, and resistance to organizational change

By Shaul Oreg. 2006

1,123 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/a0f6e3b353617f879d52a161e671b3e9506aab2e

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In Gender Studies

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Citations in the corpus

Leaders’ Impact on Organizational Change: Bridging Theoretical and Methodological Chasms (2019, background): “We separate our discussion of studies into those that predict emotions, change attitudes, and behavioral consequences and job attitudes (Oreg, 2006; Piderit, 2000).”
Adapting to change: The value of change information and meaning-making (2013, positive): “Similarly, change information has been found to be predictive of higher openness to change (Wanberg & Banas, 2000) and less resistance to change (Oreg, 2006).”
The Challenge of Integration: A Review of the M&A Integration Literature (2017, background): “The perception of change as an opportunity or threat is a personality trait (Nikandrou et al. 2000) that may or may not translate into actual resistance, depending on group-level or organizational-level circumstances, such as trust in the management or incentives aligned with the change (Oreg 2006).”
The role of silence on employees' attitudes “the day after” a merger (2011, background): “Trust in one’s supervisor or leader may play an especially important role not only in attitude formulation but also in the employee’s decision to be involved in a number of behaviors, such as supporting the change or speaking up at work (Eby et al., 2000; Oreg, 2006).”
Employee perceptions of organizational change: impact of hierarchical level (2008, methodology): “While Oreg’s (2006) model was not used as the basis of our coding scheme, there is some overlap in his theoretically derived model and our more grounded theory approach.”
When Is Empowerment Effective? The Role of Leader-Leader Exchange in Empowering Leadership, Cynicism, and Time Theft (2017, methodology): “First, we collected information on employee tenure (in years) because previous research suggests that more experienced employees tend to be more cynical (Oreg, 2006; Reichers et al., 1997; van Dam, Oreg, & Schyns, 2008).”
RESISTANCE TO ORGANIZATIONAL CHANGE: LINKING RESEARCH AND PRACTICE (2010, neutral): “In contrast and contrary to his expectations, Oreg (2006) found a positive correlation between individuals who reported receiving information about change and their resistance to change.”
IMPROVING CHANGE MANAGEMENT: HOW COMMUNICATION NATURE INFLUENCES RESISTANCE TO CHANGE (2014, methodology): “One of the latest and most renowned studies was carried out by Oreg (2006), who identified that different forms of resistance can indicate different types of antecedents, and thus would point to different measures to alleviate resistance.”
Explaining employees' evaluations of organizational change with the job‐demands resources model (2009, background): “…intention to leave can be viewed as one of the behavioral indicators of employee evaluations of organizational change because dissatisfied employees are likely to choose exit as a direct response when they do not believe the situation is likely to improve (Daly and Geyer, 1994; Oreg, 2006).”
Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership (2018, background): “Research examining resistance to change tends to emphasize the role played by the characteristics of the change process (e.g., Dent & Goldberg, 1999; Oreg, 2006; van Dam, Oreg & Schyns, 2008) and focuses on what happens during (or immediately prior to) the implementation (e.g., Coch & French, 1948;…”