Resistance to organizational change: the role of cognitive and affective processes
By W. H. Bovey, A. Hede. 2001
414 citations recorded by the source corpus.
Subfields: Clinical Psychology
View Paper: https://www.semanticscholar.org/paper/f78a96b9d2c76e114b0efed28134fbd1314c50de
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In Clinical Psychology
Citations in the corpus
- Attitudes Towards Organizational Change: What is the Role of Employees' Stress and Commitment? (2005, background): “All these responses to change which are directly related, and in some cases constitute resistance to change are normal since the change process involves going from known to the unknown ( Bovey and Hede, 2001”
- Change process characteristics and resistance to organisational change: The role of employee perceptions of justice (2015, background): “As a significant contributing factor to failed change (Bovey and Hede, 2001; Sirkin et al., 2005), resistance may be conceived of as ‘employee behaviour that seeks to challenge, disrupt or invert prevailing assumptions, discourses and power relations’ (Collinson, 1994: 28).”
- Positioning Change Recipients’ Attitudes Toward Change in the Organizational Change Literature (2010, background): “An example that stresses the intentional part is the Bovey and Hede (2001) study.”
- The Structure and Function of Attitudes Toward Organizational Change (2005, background): “There is broad agreement that successful implementation of organizational change depends on how organizational members react to the change (e.g., Bovey & Hede, 2001a; Carnall, 1986; Piderit, 2000) including the processes used for its implementation (Henderson, 2002; Korsgaard, Schweiger, &…”
- RESISTANCE TO ORGANIZATIONAL CHANGE: LINKING RESEARCH AND PRACTICE (2010, neutral): “Giangreeco and Peccei (2005) found that anti-change behaviors were both passive and overt, while Bovey and Hede (2001a, b) found that behaviors in response to change included supportive versus resistant, active versus passive, and covert versus overt. Lines’ (2005) study found that a range of behavi”
- The role of emotional intelligence and personality variables on attitudes toward organisational change (2004, neutral): “All these responses to change, which are directly related and in some cases constitute resistance to change, are normal since the change process involves going from known to the unknown (Bovey and Hede, 2001).”