The multi-dimensional nature of resistance to change

Abstract

Resistance to organizational change has too often been portrayed in a limited way, usually as a negative behavioural response of first-level employees. While the academic literature has identified a number of dimensions of resistance, it has not assembled them in one study. Therefore, the aims of this article are firstly to explore resistance to change as a more complex multi-dimensional concept, secondly to examine how actors at various hierarchical levels react to organizational change and thirdly how they construct the meaning of the term resistance. The findings of a qualitative study shed considerable light on the range of ways in which change participants at different levels reacted to a change and how they interpreted their own responses and those of others.

Overcoming resistance to change in engineering and construction: Change management factors for owner organizations

“…This result confirms previous research by Smollan (2011), who studied resistance within the three personnel hierarchical levels of executives (senior management), supervisors (managers), and frontline personnel (first-level employees) and found empirical evidence that it is not just "workers" or frontline personnel who resist change, but organizational personnel at all different hierarchical levels.…”

“…Since individual projects can be viewed as "temporary organizations" (Gareis, 2010;PMI, 2009), specific factors within the project and associated project team are important to consider from a change management perspective (Whelan-Berry and Alexander, 2007). Critical factors include the project scope, size, and duration (Cooke and Williams, 2004;Loosemore et al, 2006) as well as personnel hierarchical position and experience levels (Smollan, 2011;Yun et al, 2011).…”

A Study on the Predictability of Students’ Grit by their Growth Mindset

“…Resistance to change is the behavior towards the continuation of the same situation in case the current situation changes (Timurturkan, 2010). Individuals try to be protected from the effects of change efforts with these behaviors (Smollan, 2011). The change process first starts in the mind and is managed with emotions (Bulut, 2010).…”

Advanced risk management models for supply chain finance

“…Finally, the ethical and regulatory implications of deploying AI and Big Data analytics in SCF risk management remain insufficiently explored. Data privacy, bias in algorithmic decision-making, and regulatory compliance pose challenges that must be addressed to ensure the responsible and effective use of advanced technologies in SCF (Curtis & White, 2002;Smollan, 2011).…”