Employee Cynicism and Resistance to Organizational Change

By David Stanley, John P. Meyer, Laryssa Topolnytsky. 2005

587 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/e0cfb6051a3ee836e0a5a453e4ebaa6c921710a9

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Clinical Psychology

1. Arnold B. Bakker
2. James Avey
3. Fred Luthans
4. Tara S. Wernsing
5. Yuxia Qian
6. Tom D. Daniels
7. Maria Vakola
8. Ad van Iterson

In Organizational Behavior and Human Resource Management

1. Arnold B. Bakker
2. Wilmar B. Schaufeli
3. Fred Luthans
4. James Avey
5. Evangelia Demerouti
6. I. H. van Emmerik
7. Tara S. Wernsing
8. Martin C. Euwema

In Social Psychology

1. Arnold B. Bakker
2. Fred Luthans
3. James Avey
4. Wilmar B. Schaufeli
5. Tara S. Wernsing
6. Evangelia Demerouti
7. I. H. van Emmerik
8. Martin C. Euwema

Citations in the corpus

• The Interactive Effects of Job Insecurity and Organizational Cynicism on Work Effort Following a Layoff (2008, background): “Other studies report that cynicism affects the willingness to participate in change activity (Armenakis & Bedeian, 1999; Stanley et al., 2005; Wanous et al., 2000).”
• Explaining employees' evaluations of organizational change with the job‐demands resources model (2009, background): “At the same time, employees often resist change for a variety of reasons stemming from individual differences and from the work context (Oreg, 2004; Stanley et al., 2005).”
• Employee-oriented HRM and voice behavior: a moderated mediation model of moral identity and trust in management (2018, methodology): “Trust in management was measured using three items from Stanley, Meyer, and Topolnytsky (2005).”
• Organizational cynicism: Extending the exit, voice, loyalty, and neglect model of employees' responses to adverse conditions in the workplace (2007, background): “, 1994, 2000, 2004), managerial incompetence (Stanley et al., 2005) in combination with lofty salaries (Andersson & Bateman, 1997), institutionalized organizational hypocrisy (Feldman, 2000; Fleming, 2005; Goldner et al.”
• Enhancing the success of organizational change (2009, background): “This is important to note since researchers have found that resistance is related to cynicism ( Stanley et al. , 2005”
• Can Positive Employees Help Positive Organizational Change? Impact of Psychological Capital and Emotions on Relevant Attitudes and Behaviors (2008, background): “More than a decade ago, Strebel (1996) argued that vision and leadership drive successful organizational change but that few leaders recognize the importance of the employees’ commitment to changing.”