Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change

Abstract

She received her Ph.D. at the University of Michigan at Ann Arbor. In her research she examines the roles of individuals in organizational change and the dynamics of relationships among coworkers.

“Exploring the Relationship between Demographic variable’son Resistanceto Change” An Empirical Study for Private Sectors in Saudi Arabia

“…It is important to cooperate with employees if an organization wants to successfully implement the change (Piderit, 2000). What resistance consist of is hard to define but it is certain that it can stop the implementation of change.…”

“…The kind of people that react negatively, or the ones who do not accept change can be divided in the group with "resistant to change". People react differently with their emotional feelings with aggression, fear, happiness and excitement; these feelings can be seen as resistance (Piderit, 2000). Both positive and negative sides of the resistance have been argued to affect individual"s behaviour.…”

“…Resistance in any form is intended to protect the employee from the perceived or real effects of change. Understanding the different types of resistance will help managers in preparing employees for change.Resistance is often viewed as an inevitable fact that managers must face when attempting to implement an organizational change (Piderit, 2000). It has been suggested that some people have a natural predisposition to resist change, which is described as "an individual"s tendency to resist or avoid making changes, to devalue change generally, and to find change aversive across diverse contexts and types of changes" (Oreg, 2003, p. 680).…”

Ambivalencia Actitudinal Ante el Cambio Organizacional: Un Análisis Desde el Individuo en Contexto Laboral

“…En la literatura vigente se plantea que, si bien el concepto de resistencia al cambio ha sido ampliamente estudiado, presenta limitaciones de tipo filosófico, político y psicométrico (Piderit, 2000;Powley & Piderit, 2008). Se indica que la resistencia no estaría estructuralmente alojada en las personas, sino que sería producto de intereses en conflicto y de la ausencia de una ambiente que brinde apoyo en situación de cambio organizacional (Dent & Goldberg, 1999;Evans, 2001).…”

Difficulties in Implementing the Agile Supply Chain: Lessons Learned from Interorganizational Information Systems Adoption

“…Piderit (2000) found that lowering barriers is more effective. Barriers, such as switching costs of the partner , to the new system can be lowered by using standardized appl~cations that can integrate more easily into existing IT architecture or by jointly planning shared business processes, which will require less business process redesign (Nelson and Shaw 2003).…”