Stop Blaming Resistance to Change and Start Using It
191 citations recorded by the source corpus.
Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/ea6df70cc4463ac40599ade6efb724499e424123
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In Information Systems and Management
In Organizational Behavior and Human Resource Management
In Sociology and Political Science
- P. Almeida
- M. Velez
- P. Neves
- B. Burnes
- Birgitta Gatersleben
- Niamh Murtagh
- Alexandra Michel
- David Uzzell
Citations in the corpus
- The limitations of dispositional resistance in relation to organizational change (2013, background): “If one takes the view, as most do, that organisations are social systems, it is not contradictory to see resistance as arising from the interplay between the characteristics of the individual and the characteristics of the organisation (Dent and Goldberg, 1999; Ford and Ford, 2010; Pardo del Val and”
- Change Readiness (2013, background): “Ford, Ford, and D’Amelio (2008) and Ford and Ford (2010) argue that resistance to change may actually be an opportunity for an organization to identify weaknesses in the execution of organizational change strategies and plans.”
- Change process characteristics and resistance to organisational change: The role of employee perceptions of justice (2015, background): “…or failed change, unsuccessful change is readily attributed by management to employee resistance (Avey et al., 2008; Ford et al., 2008; Ford and Ford, 2010; Pieterse et al., 2012; Yerbury, 1982), a complex and relatively unexplored psychological phenomenon at the individual level…”
- Self-identity threat and resistance to change: Evidence from regular travel behaviour (2012, background): “Gunnoe, & Leeper, 2008) or, on the contrary, as a resource with which to work (Ford & Ford, 2010).”
- Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership (2018, background): “…individuals’ decisions concerning how to react to future change events, i.e. their sensemaking process (Weick, 1993), are part of a thoughtful process (Ford & Ford, 2010) that extends across time and multiple events (Langley et al., 2013) and helps reduce the uncertainty that is inherent to change.”