Why do employees resist change?
By P. Strebel. IEEE Engineering Management Review, 2009
353 citations recorded by the source corpus.
Subfields: Management Information Systems, Management of Technology and Innovation
View Paper: https://www.semanticscholar.org/paper/b97cb50f339c2599159e7f3b265e7993335e2665
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In Management Information Systems
In Management of Technology and Innovation
- Karen A. Somerville
- Karen S. Whelan-Berry
- Philip Bromiley
- Richard J. Arend
- Fred Luthans
- James Avey
- Mirva Peltoniemi
- Ola Laaksonen
Citations in the corpus
- Measurement of Perceived Organizational Readiness for Change in the Public Sector (2009, neutral): “…measures is supported by research linking transformational change to uncertainty, job insecurity, role conflict, ambiguity and overload (e.g. Duck, 1993; Kotter and Cohen, 2002; Strebel, 1996), factors that have also been linked to job stress (e.g. Ashford, 1988; Babin and Boles, 1996; Pool, 1999).”
- Linking Change Drivers and the Organizational Change Process: A Review and Synthesis (2010, background): “Employee adoption of the change initiative can be facilitated by leaders persuading employees to personally contribute to it (Strebel, 1996), and actively managing employees’ dysfunctional emotions and resistance to the change initiative (Recardo, 1995).”
- Can Positive Employees Help Positive Organizational Change? Impact of Psychological Capital and Emotions on Relevant Attitudes and Behaviors (2008, background): “…would agree that employee resistance to change is a primary obstacle for effective organizational change processes and programs (Armenakis & Bedeian, 1999; O’Toole, 1995; Strebel, 1996), 48 Ca n Po s i t i v e em P l o y e e s He l P Po s i t i v e or g a n i z a t i o n a l CH a n g e?”
- Resources for change: The relationships of organizational inducements and psychological resilience to employees' attitudes and behaviors toward organizational change. (2012, background): “Yet employees are often reluctant to commit to organizational change because they typically experience it as intrusive and disruptive of the routines and social relationships formerly relied upon to complete important work tasks (Beer, Eisenstat, & Spector, 1990; Strebel, 1996).”
- Assessing the dynamic capabilities view: spare change, everyone? (2009, background): “The DCV also addresses a practical need to understand how firms can change effectively, given perceptions that many competitive environments now change at increasing rates, and that firms have difficulty changing successfully (Beer and Nohria, 2000; Strebel, 1996).”