The limitations of dispositional resistance in relation to organizational change
Purpose - The purpose of this research is to test the moderating role of dispositional resistance in achieving sustainable organisational change. Design/methodology/approach - Four studies were conducted in the period 2005‐2007. Each study included the participation of individuals experiencing ongoi...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Michel, Alexandra [verfasserIn] By, Rune Todnem [verfasserIn] Burnes, Bernard - 1953- [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
26 April 2013 |
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| Schlagwörter: |
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| Anmerkung: |
Gesehen am 21.05.2021 |
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| Umfang: |
20 |
| Übergeordnetes Werk: |
Enthalten in: Management decision - Bingley : Emerald, 1967, 51(2013), 4, Seite 761-780 |
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| Übergeordnetes Werk: |
volume:51 ; year:2013 ; number:4 ; pages:761-780 ; extent:20 |
| Links: |
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| DOI / URN: |
10.1108/00251741311326554 |
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| Katalog-ID: |
1758338253 |
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| 520 | |a Purpose - The purpose of this research is to test the moderating role of dispositional resistance in achieving sustainable organisational change. Design/methodology/approach - Four studies were conducted in the period 2005‐2007. Each study included the participation of individuals experiencing ongoing organisational changes at the time, and was repeated with an independent sample in order to strengthen the meaning of the findings. Findings - The studies confirmed the assumed positive relationship between benefit of change and commitment to change. Furthermore, two studies confirmed the assumed negative relationship between extent of change and commitment to change, while the other two studies, in contrast to the hypothesis presented, found a positive relationship. Despite the assumptions, with the exception of one study it was not possible to show moderating effects of resistance to change. Research limitations/implications - The study casts doubt about resistance to change defined as a disposition and its stability across different contexts. In explaining these results, the authors draw on Lewin's work on resistance to change. Originality/value - The paper argues that the importance of dispositional resistance is that it predisposes individuals to view change in a particular way, either negatively or positively. However, the level of resistance towards a specific change event will be influenced by other factors, noticeably the organizational context and the way the change is managed. Consequently, the importance of dispositional resistance lies in its ability to influence an organization's readiness for change and to identify the level of resistance it might expect to meet, and thus the approach to change it needs to adopt. | ||
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10.1108/00251741311326554 doi (DE-627)1758338253 (DE-599)KXP1758338253 (OCoLC)1341413718 DE-627 ger DE-627 rda eng Michel, Alexandra verfasserin (DE-588)13717862X (DE-627)590351826 (DE-576)302387811 aut The limitations of dispositional resistance in relation to organizational change Alexandra Michel, Rune Todnem By, Bernard Burnes 26 April 2013 20 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Gesehen am 21.05.2021 Purpose - The purpose of this research is to test the moderating role of dispositional resistance in achieving sustainable organisational change. Design/methodology/approach - Four studies were conducted in the period 2005‐2007. Each study included the participation of individuals experiencing ongoing organisational changes at the time, and was repeated with an independent sample in order to strengthen the meaning of the findings. Findings - The studies confirmed the assumed positive relationship between benefit of change and commitment to change. Furthermore, two studies confirmed the assumed negative relationship between extent of change and commitment to change, while the other two studies, in contrast to the hypothesis presented, found a positive relationship. Despite the assumptions, with the exception of one study it was not possible to show moderating effects of resistance to change. Research limitations/implications - The study casts doubt about resistance to change defined as a disposition and its stability across different contexts. In explaining these results, the authors draw on Lewin's work on resistance to change. Originality/value - The paper argues that the importance of dispositional resistance is that it predisposes individuals to view change in a particular way, either negatively or positively. However, the level of resistance towards a specific change event will be influenced by other factors, noticeably the organizational context and the way the change is managed. Consequently, the importance of dispositional resistance lies in its ability to influence an organization's readiness for change and to identify the level of resistance it might expect to meet, and thus the approach to change it needs to adopt. Benefit of change Change management Commitment to change Dispositional resistance to change Extent of change Organizational change Organizations By, Rune Todnem verfasserin (DE-588)137837585 (DE-627)596142331 (DE-576)30534062X aut Burnes, Bernard 1953- verfasserin (DE-588)132911515 (DE-627)528415204 (DE-576)299497771 aut Enthalten in Management decision Bingley : Emerald, 1967 51(2013), 4, Seite 761-780 Online-Ressource (DE-627)320623599 (DE-600)2023018-7 (DE-576)264424018 1758-6070 nnns volume:51 year:2013 number:4 pages:761-780 extent:20 https://doi.org/10.1108/00251741311326554 Verlag Resolving-System lizenzpflichtig Volltext GBV_USEFLAG_U GBV_ILN_2013 ISIL_DE-16-250 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_26 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_74 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_121 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_184 GBV_ILN_187 GBV_ILN_206 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_266 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2860 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 AR 51 2013 4 761-780 20 2013 01 DE-16-250 3930190834 00 --%%-- --%%-- --%%-- --%%-- l01 21-05-21 2013 01 DE-16-250 00 s hd2013 2013 01 DE-16-250 01 s (DE-627)1410508463 wissenschaftlicher Artikel (Zeitschrift) 2013 01 DE-16-250 02 s per_3 2013 01 DE-16-250 03 s s_20 2013 01 DE-16-250 04 p (DE-627)1434021343 Michel, Alexandra 2013 01 DE-16-250 04 k (DE-627)1416527958 Psychologisches Institut 2013 01 DE-16-250 04 s (DE-627)1410501914 Verfasser 2013 01 DE-16-250 04 s pos_1 |
| spelling |
10.1108/00251741311326554 doi (DE-627)1758338253 (DE-599)KXP1758338253 (OCoLC)1341413718 DE-627 ger DE-627 rda eng Michel, Alexandra verfasserin (DE-588)13717862X (DE-627)590351826 (DE-576)302387811 aut The limitations of dispositional resistance in relation to organizational change Alexandra Michel, Rune Todnem By, Bernard Burnes 26 April 2013 20 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Gesehen am 21.05.2021 Purpose - The purpose of this research is to test the moderating role of dispositional resistance in achieving sustainable organisational change. Design/methodology/approach - Four studies were conducted in the period 2005‐2007. Each study included the participation of individuals experiencing ongoing organisational changes at the time, and was repeated with an independent sample in order to strengthen the meaning of the findings. Findings - The studies confirmed the assumed positive relationship between benefit of change and commitment to change. Furthermore, two studies confirmed the assumed negative relationship between extent of change and commitment to change, while the other two studies, in contrast to the hypothesis presented, found a positive relationship. Despite the assumptions, with the exception of one study it was not possible to show moderating effects of resistance to change. Research limitations/implications - The study casts doubt about resistance to change defined as a disposition and its stability across different contexts. In explaining these results, the authors draw on Lewin's work on resistance to change. Originality/value - The paper argues that the importance of dispositional resistance is that it predisposes individuals to view change in a particular way, either negatively or positively. However, the level of resistance towards a specific change event will be influenced by other factors, noticeably the organizational context and the way the change is managed. Consequently, the importance of dispositional resistance lies in its ability to influence an organization's readiness for change and to identify the level of resistance it might expect to meet, and thus the approach to change it needs to adopt. Benefit of change Change management Commitment to change Dispositional resistance to change Extent of change Organizational change Organizations By, Rune Todnem verfasserin (DE-588)137837585 (DE-627)596142331 (DE-576)30534062X aut Burnes, Bernard 1953- verfasserin (DE-588)132911515 (DE-627)528415204 (DE-576)299497771 aut Enthalten in Management decision Bingley : Emerald, 1967 51(2013), 4, Seite 761-780 Online-Ressource (DE-627)320623599 (DE-600)2023018-7 (DE-576)264424018 1758-6070 nnns volume:51 year:2013 number:4 pages:761-780 extent:20 https://doi.org/10.1108/00251741311326554 Verlag Resolving-System lizenzpflichtig Volltext GBV_USEFLAG_U GBV_ILN_2013 ISIL_DE-16-250 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_26 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_74 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_121 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_184 GBV_ILN_187 GBV_ILN_206 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_266 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2860 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 AR 51 2013 4 761-780 20 2013 01 DE-16-250 3930190834 00 --%%-- --%%-- --%%-- --%%-- l01 21-05-21 2013 01 DE-16-250 00 s hd2013 2013 01 DE-16-250 01 s (DE-627)1410508463 wissenschaftlicher Artikel (Zeitschrift) 2013 01 DE-16-250 02 s per_3 2013 01 DE-16-250 03 s s_20 2013 01 DE-16-250 04 p (DE-627)1434021343 Michel, Alexandra 2013 01 DE-16-250 04 k (DE-627)1416527958 Psychologisches Institut 2013 01 DE-16-250 04 s (DE-627)1410501914 Verfasser 2013 01 DE-16-250 04 s pos_1 |
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10.1108/00251741311326554 doi (DE-627)1758338253 (DE-599)KXP1758338253 (OCoLC)1341413718 DE-627 ger DE-627 rda eng Michel, Alexandra verfasserin (DE-588)13717862X (DE-627)590351826 (DE-576)302387811 aut The limitations of dispositional resistance in relation to organizational change Alexandra Michel, Rune Todnem By, Bernard Burnes 26 April 2013 20 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Gesehen am 21.05.2021 Purpose - The purpose of this research is to test the moderating role of dispositional resistance in achieving sustainable organisational change. Design/methodology/approach - Four studies were conducted in the period 2005‐2007. Each study included the participation of individuals experiencing ongoing organisational changes at the time, and was repeated with an independent sample in order to strengthen the meaning of the findings. Findings - The studies confirmed the assumed positive relationship between benefit of change and commitment to change. Furthermore, two studies confirmed the assumed negative relationship between extent of change and commitment to change, while the other two studies, in contrast to the hypothesis presented, found a positive relationship. Despite the assumptions, with the exception of one study it was not possible to show moderating effects of resistance to change. Research limitations/implications - The study casts doubt about resistance to change defined as a disposition and its stability across different contexts. In explaining these results, the authors draw on Lewin's work on resistance to change. Originality/value - The paper argues that the importance of dispositional resistance is that it predisposes individuals to view change in a particular way, either negatively or positively. However, the level of resistance towards a specific change event will be influenced by other factors, noticeably the organizational context and the way the change is managed. Consequently, the importance of dispositional resistance lies in its ability to influence an organization's readiness for change and to identify the level of resistance it might expect to meet, and thus the approach to change it needs to adopt. Benefit of change Change management Commitment to change Dispositional resistance to change Extent of change Organizational change Organizations By, Rune Todnem verfasserin (DE-588)137837585 (DE-627)596142331 (DE-576)30534062X aut Burnes, Bernard 1953- verfasserin (DE-588)132911515 (DE-627)528415204 (DE-576)299497771 aut Enthalten in Management decision Bingley : Emerald, 1967 51(2013), 4, Seite 761-780 Online-Ressource (DE-627)320623599 (DE-600)2023018-7 (DE-576)264424018 1758-6070 nnns volume:51 year:2013 number:4 pages:761-780 extent:20 https://doi.org/10.1108/00251741311326554 Verlag Resolving-System lizenzpflichtig Volltext GBV_USEFLAG_U GBV_ILN_2013 ISIL_DE-16-250 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_26 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_74 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_121 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_184 GBV_ILN_187 GBV_ILN_206 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_266 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2860 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 AR 51 2013 4 761-780 20 2013 01 DE-16-250 3930190834 00 --%%-- --%%-- --%%-- --%%-- l01 21-05-21 2013 01 DE-16-250 00 s hd2013 2013 01 DE-16-250 01 s (DE-627)1410508463 wissenschaftlicher Artikel (Zeitschrift) 2013 01 DE-16-250 02 s per_3 2013 01 DE-16-250 03 s s_20 2013 01 DE-16-250 04 p (DE-627)1434021343 Michel, Alexandra 2013 01 DE-16-250 04 k (DE-627)1416527958 Psychologisches Institut 2013 01 DE-16-250 04 s (DE-627)1410501914 Verfasser 2013 01 DE-16-250 04 s pos_1 |
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10.1108/00251741311326554 doi (DE-627)1758338253 (DE-599)KXP1758338253 (OCoLC)1341413718 DE-627 ger DE-627 rda eng Michel, Alexandra verfasserin (DE-588)13717862X (DE-627)590351826 (DE-576)302387811 aut The limitations of dispositional resistance in relation to organizational change Alexandra Michel, Rune Todnem By, Bernard Burnes 26 April 2013 20 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Gesehen am 21.05.2021 Purpose - The purpose of this research is to test the moderating role of dispositional resistance in achieving sustainable organisational change. Design/methodology/approach - Four studies were conducted in the period 2005‐2007. Each study included the participation of individuals experiencing ongoing organisational changes at the time, and was repeated with an independent sample in order to strengthen the meaning of the findings. Findings - The studies confirmed the assumed positive relationship between benefit of change and commitment to change. Furthermore, two studies confirmed the assumed negative relationship between extent of change and commitment to change, while the other two studies, in contrast to the hypothesis presented, found a positive relationship. Despite the assumptions, with the exception of one study it was not possible to show moderating effects of resistance to change. Research limitations/implications - The study casts doubt about resistance to change defined as a disposition and its stability across different contexts. In explaining these results, the authors draw on Lewin's work on resistance to change. Originality/value - The paper argues that the importance of dispositional resistance is that it predisposes individuals to view change in a particular way, either negatively or positively. However, the level of resistance towards a specific change event will be influenced by other factors, noticeably the organizational context and the way the change is managed. Consequently, the importance of dispositional resistance lies in its ability to influence an organization's readiness for change and to identify the level of resistance it might expect to meet, and thus the approach to change it needs to adopt. Benefit of change Change management Commitment to change Dispositional resistance to change Extent of change Organizational change Organizations By, Rune Todnem verfasserin (DE-588)137837585 (DE-627)596142331 (DE-576)30534062X aut Burnes, Bernard 1953- verfasserin (DE-588)132911515 (DE-627)528415204 (DE-576)299497771 aut Enthalten in Management decision Bingley : Emerald, 1967 51(2013), 4, Seite 761-780 Online-Ressource (DE-627)320623599 (DE-600)2023018-7 (DE-576)264424018 1758-6070 nnns volume:51 year:2013 number:4 pages:761-780 extent:20 https://doi.org/10.1108/00251741311326554 Verlag Resolving-System lizenzpflichtig Volltext GBV_USEFLAG_U GBV_ILN_2013 ISIL_DE-16-250 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_26 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_74 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_121 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_184 GBV_ILN_187 GBV_ILN_206 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_266 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2860 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 AR 51 2013 4 761-780 20 2013 01 DE-16-250 3930190834 00 --%%-- --%%-- --%%-- --%%-- l01 21-05-21 2013 01 DE-16-250 00 s hd2013 2013 01 DE-16-250 01 s (DE-627)1410508463 wissenschaftlicher Artikel (Zeitschrift) 2013 01 DE-16-250 02 s per_3 2013 01 DE-16-250 03 s s_20 2013 01 DE-16-250 04 p (DE-627)1434021343 Michel, Alexandra 2013 01 DE-16-250 04 k (DE-627)1416527958 Psychologisches Institut 2013 01 DE-16-250 04 s (DE-627)1410501914 Verfasser 2013 01 DE-16-250 04 s pos_1 |
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10.1108/00251741311326554 doi (DE-627)1758338253 (DE-599)KXP1758338253 (OCoLC)1341413718 DE-627 ger DE-627 rda eng Michel, Alexandra verfasserin (DE-588)13717862X (DE-627)590351826 (DE-576)302387811 aut The limitations of dispositional resistance in relation to organizational change Alexandra Michel, Rune Todnem By, Bernard Burnes 26 April 2013 20 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Gesehen am 21.05.2021 Purpose - The purpose of this research is to test the moderating role of dispositional resistance in achieving sustainable organisational change. Design/methodology/approach - Four studies were conducted in the period 2005‐2007. Each study included the participation of individuals experiencing ongoing organisational changes at the time, and was repeated with an independent sample in order to strengthen the meaning of the findings. Findings - The studies confirmed the assumed positive relationship between benefit of change and commitment to change. Furthermore, two studies confirmed the assumed negative relationship between extent of change and commitment to change, while the other two studies, in contrast to the hypothesis presented, found a positive relationship. Despite the assumptions, with the exception of one study it was not possible to show moderating effects of resistance to change. Research limitations/implications - The study casts doubt about resistance to change defined as a disposition and its stability across different contexts. In explaining these results, the authors draw on Lewin's work on resistance to change. Originality/value - The paper argues that the importance of dispositional resistance is that it predisposes individuals to view change in a particular way, either negatively or positively. However, the level of resistance towards a specific change event will be influenced by other factors, noticeably the organizational context and the way the change is managed. Consequently, the importance of dispositional resistance lies in its ability to influence an organization's readiness for change and to identify the level of resistance it might expect to meet, and thus the approach to change it needs to adopt. Benefit of change Change management Commitment to change Dispositional resistance to change Extent of change Organizational change Organizations By, Rune Todnem verfasserin (DE-588)137837585 (DE-627)596142331 (DE-576)30534062X aut Burnes, Bernard 1953- verfasserin (DE-588)132911515 (DE-627)528415204 (DE-576)299497771 aut Enthalten in Management decision Bingley : Emerald, 1967 51(2013), 4, Seite 761-780 Online-Ressource (DE-627)320623599 (DE-600)2023018-7 (DE-576)264424018 1758-6070 nnns volume:51 year:2013 number:4 pages:761-780 extent:20 https://doi.org/10.1108/00251741311326554 Verlag Resolving-System lizenzpflichtig Volltext GBV_USEFLAG_U GBV_ILN_2013 ISIL_DE-16-250 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_26 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_74 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_121 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_184 GBV_ILN_187 GBV_ILN_206 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_266 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2860 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 AR 51 2013 4 761-780 20 2013 01 DE-16-250 3930190834 00 --%%-- --%%-- --%%-- --%%-- l01 21-05-21 2013 01 DE-16-250 00 s hd2013 2013 01 DE-16-250 01 s (DE-627)1410508463 wissenschaftlicher Artikel (Zeitschrift) 2013 01 DE-16-250 02 s per_3 2013 01 DE-16-250 03 s s_20 2013 01 DE-16-250 04 p (DE-627)1434021343 Michel, Alexandra 2013 01 DE-16-250 04 k (DE-627)1416527958 Psychologisches Institut 2013 01 DE-16-250 04 s (DE-627)1410501914 Verfasser 2013 01 DE-16-250 04 s pos_1 |
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<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">1758338253</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20220819212941.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">210521s2013 xx |||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1108/00251741311326554</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)1758338253</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)KXP1758338253</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1341413718</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Michel, Alexandra</subfield><subfield code="e">verfasserin</subfield><subfield code="0">(DE-588)13717862X</subfield><subfield code="0">(DE-627)590351826</subfield><subfield code="0">(DE-576)302387811</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="4"><subfield code="a">The limitations of dispositional resistance in relation to organizational change</subfield><subfield code="c">Alexandra Michel, Rune Todnem By, Bernard Burnes</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">26 April 2013</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">20</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Gesehen am 21.05.2021</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Purpose - The purpose of this research is to test the moderating role of dispositional resistance in achieving sustainable organisational change. Design/methodology/approach - Four studies were conducted in the period 2005‐2007. Each study included the participation of individuals experiencing ongoing organisational changes at the time, and was repeated with an independent sample in order to strengthen the meaning of the findings. Findings - The studies confirmed the assumed positive relationship between benefit of change and commitment to change. Furthermore, two studies confirmed the assumed negative relationship between extent of change and commitment to change, while the other two studies, in contrast to the hypothesis presented, found a positive relationship. Despite the assumptions, with the exception of one study it was not possible to show moderating effects of resistance to change. Research limitations/implications - The study casts doubt about resistance to change defined as a disposition and its stability across different contexts. In explaining these results, the authors draw on Lewin's work on resistance to change. Originality/value - The paper argues that the importance of dispositional resistance is that it predisposes individuals to view change in a particular way, either negatively or positively. However, the level of resistance towards a specific change event will be influenced by other factors, noticeably the organizational context and the way the change is managed. Consequently, the importance of dispositional resistance lies in its ability to influence an organization's readiness for change and to identify the level of resistance it might expect to meet, and thus the approach to change it needs to adopt.</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Benefit of change</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Change management</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Commitment to change</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Dispositional resistance to change</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Extent of change</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Organizational change</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Organizations</subfield></datafield><datafield tag="700" 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Purpose - The purpose of this research is to test the moderating role of dispositional resistance in achieving sustainable organisational change. Design/methodology/approach - Four studies were conducted in the period 2005‐2007. Each study included the participation of individuals experiencing ongoing organisational changes at the time, and was repeated with an independent sample in order to strengthen the meaning of the findings. Findings - The studies confirmed the assumed positive relationship between benefit of change and commitment to change. Furthermore, two studies confirmed the assumed negative relationship between extent of change and commitment to change, while the other two studies, in contrast to the hypothesis presented, found a positive relationship. Despite the assumptions, with the exception of one study it was not possible to show moderating effects of resistance to change. Research limitations/implications - The study casts doubt about resistance to change defined as a disposition and its stability across different contexts. In explaining these results, the authors draw on Lewin's work on resistance to change. Originality/value - The paper argues that the importance of dispositional resistance is that it predisposes individuals to view change in a particular way, either negatively or positively. However, the level of resistance towards a specific change event will be influenced by other factors, noticeably the organizational context and the way the change is managed. Consequently, the importance of dispositional resistance lies in its ability to influence an organization's readiness for change and to identify the level of resistance it might expect to meet, and thus the approach to change it needs to adopt. Gesehen am 21.05.2021 |
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Purpose - The purpose of this research is to test the moderating role of dispositional resistance in achieving sustainable organisational change. Design/methodology/approach - Four studies were conducted in the period 2005‐2007. Each study included the participation of individuals experiencing ongoing organisational changes at the time, and was repeated with an independent sample in order to strengthen the meaning of the findings. Findings - The studies confirmed the assumed positive relationship between benefit of change and commitment to change. Furthermore, two studies confirmed the assumed negative relationship between extent of change and commitment to change, while the other two studies, in contrast to the hypothesis presented, found a positive relationship. Despite the assumptions, with the exception of one study it was not possible to show moderating effects of resistance to change. Research limitations/implications - The study casts doubt about resistance to change defined as a disposition and its stability across different contexts. In explaining these results, the authors draw on Lewin's work on resistance to change. Originality/value - The paper argues that the importance of dispositional resistance is that it predisposes individuals to view change in a particular way, either negatively or positively. However, the level of resistance towards a specific change event will be influenced by other factors, noticeably the organizational context and the way the change is managed. Consequently, the importance of dispositional resistance lies in its ability to influence an organization's readiness for change and to identify the level of resistance it might expect to meet, and thus the approach to change it needs to adopt. Gesehen am 21.05.2021 |
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Purpose - The purpose of this research is to test the moderating role of dispositional resistance in achieving sustainable organisational change. Design/methodology/approach - Four studies were conducted in the period 2005‐2007. Each study included the participation of individuals experiencing ongoing organisational changes at the time, and was repeated with an independent sample in order to strengthen the meaning of the findings. Findings - The studies confirmed the assumed positive relationship between benefit of change and commitment to change. Furthermore, two studies confirmed the assumed negative relationship between extent of change and commitment to change, while the other two studies, in contrast to the hypothesis presented, found a positive relationship. Despite the assumptions, with the exception of one study it was not possible to show moderating effects of resistance to change. Research limitations/implications - The study casts doubt about resistance to change defined as a disposition and its stability across different contexts. In explaining these results, the authors draw on Lewin's work on resistance to change. Originality/value - The paper argues that the importance of dispositional resistance is that it predisposes individuals to view change in a particular way, either negatively or positively. However, the level of resistance towards a specific change event will be influenced by other factors, noticeably the organizational context and the way the change is managed. Consequently, the importance of dispositional resistance lies in its ability to influence an organization's readiness for change and to identify the level of resistance it might expect to meet, and thus the approach to change it needs to adopt. Gesehen am 21.05.2021 |
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