scholarly journals A Study on the Job Productivity by the Smart Work Investment － Focused on the Organizational Change Resistance and the Communication －

2018 ◽  
Vol 37 (3) ◽  
pp. 83-113
Author(s):  
정병호
Keyword(s):  
Organizational Change ◽  
Change Resistance ◽  
Job Productivity

scholarly journals National policies as drivers of organizational change in universities: A string of reinforcing reforms

2020 ◽  
pp. 1-23
Author(s):  
Andreas Kjær Stage ◽  
Kaare Aagaard
Keyword(s):  
Organizational Change ◽  
National Policy ◽  
Change Resistance ◽  
Turn Of The Millennium ◽  
Policy Reforms ◽  
Global Trends ◽  
Path Dependencies ◽  
Staff Composition ◽  
Local Path ◽  
The Impact

Since the turn of the millennium, the Danish university sector has been one of the most intensely reformed in Europe. In parallel, the staff composition of Danish Universities has also changed more than the corresponding compositions in other Western countries. But how direct is the link between the policy reforms and the staff changes? While we expect national policy reforms to have influence on organizational change in universities, we also know that the content and impact of policies are often shaped and modified by global trends as well as local path dependencies. To shed light on this question, this article examines the impact of four major reforms on the staff composition of Danish universities by interpreting long-term staff data at multiple levels. Contrary to the notions of change resistance and path dependency, the empirical analysis suggests that a consistent string of policy reforms has had a profound impact on the Danish universities. However, the analysis also shows that the links between national reforms and actual changes are seldom immediate and straightforward and that the local, national, and global levels interact. In doing so they often appear to reinforce the influence of each other.

Must We Change? the Dark Side of Change and Change Resistance

2021 ◽  
pp. 765-790
Author(s):  
Theodore E. Zorn ◽  
Jennifer Scott
Keyword(s):  
Organizational Change ◽  
Behavioral Response ◽  
Resistance To Change ◽  
Change Resistance ◽  
Dark Side ◽  
Change Initiative ◽  
Change Initiatives

Organizational change and innovation are generally treated as unquestioned goods, but some have argued that there exists a darker side to these phenomena. Change is often resisted or only grudgingly accepted by those involved and, given the assumed virtues of change and innovation, resistance has traditionally been considered an obstacle to overcome. This chapter will first consider the dark sides of change—that is, negative aspects, in particular change initiatives that are undertaken for ethically questionable reasons, using ethically questionable means, or resulting in deleterious consequences. Second, it reviews resistance to change—that is, an aversive cognitive, emotional, or behavioral response to a change initiative. Using a framework to consider the substance, processes, and outcomes of change initiatives, practical and theoretical implications are provided for a more nuanced approach to acknowledge the connections between perceptions of a change initiative as potential dark side judgments and resultant resistance behaviors.

Change-efficacy: the glue that connects organizational change with employees’ actions

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sunil Budhiraja
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Design Methodology ◽  
Readiness To Change ◽  
Readiness For Change ◽  
Change Resistance ◽  
Line Managers ◽  
Content Type ◽  
Extant Literature ◽  
Practical Guide

Purpose The article presents and discusses the concept of employee change-efficacy as an outcome of a series of interactions between employees and their respective line managers. Design/methodology/approach The article draws from the extant literature on change-efficacy and builds a procedural framework for achieving change-efficacy based upon the author’s independent viewpoint. Findings Most organizations are struggling with change resistance and they are investing in employee readiness to change without following a practical topology. The article prescribes a sequence of steps and a practical guide which integrates the efforts of line managers with employees to strengthen employees’ change-efficacy. Research implications The article contributes to the scarce literature on change-efficacy and indicates a framework which can be tested empirically by researchers. Originality/value The author introduces change-efficacy as the most important investment for employee readiness for change and suggests how organizations should channelize their change management efforts to successfully implement change.

Navigating Organizational Change

2017 ◽  
pp. 1005-1021
Author(s):  
Nancy Kymn Harvin Rutigliano ◽  
Nadine V. Wedderburn ◽  
John M. Beckem II
Keyword(s):  
Organizational Change ◽  
21St Century ◽  
Resistance To Change ◽  
Dynamic Change ◽  
Change Resistance ◽  
Opportunities For Learning ◽  
Collective Acceptance ◽  
Critical Process ◽  
Major Impediment ◽  
The Way

Organizational change is a critical process for the survival of any organization in the 21st century. Resistance to change, oftentimes presented by stakeholders within an organization, is a major impediment to the process and can lead to chaos. While being a driver of change, chaos complicates and often impedes transformation. Thus, while chaos necessitates highly dynamic change, resistance stands in the way of mobility. The goal of thriving through chaos and change poses challenges to leaders, managers, and an organization's many stakeholders, while also providing opportunities for learning and growth within the organization. Hence, a sophisticated approach aimed at eliminating, weakening, adapting or transforming different aspects of resistance serves the organization and its stakeholders with the benefits of acceptance, learning and growth. This chapter discusses factors that spark resistance to organizational change and presents opportunities to generate collective acceptance and promote learning among stakeholders.

From Resistance to Resilience

2021 ◽  
pp. 838-846
Author(s):  
Kathleen M. Sutcliffe
Keyword(s):  
Organizational Change ◽  
Change Resistance ◽  
Dark Side ◽  
Absolute Sense ◽  
Produce Change

Two themes in the organizational change literature for decades have been of recurring interest to organizational scholars and practitioners and are central to Theodore Zorn’s and Jennifer Scott’s chapter—‘Why Change? The Dark Side of Change and Change Resistance’. The first theme centers on the idea that most change programs fail—they don’t produce change as intended. The second theme centers on the idea that most change programs are resisted. This essay seeks to add additional nuance to the analysis by emphasizing the contingent nature of change failures and resistance. That is, change and resistance are neither good nor bad in an absolute sense. Appraisals of change failure and resistance depend: they depend on the element of change that is being assessed; the point in time that assessment is being made, and whose perspective on change is being privileged. These considerations open our eyes to the possibility that resilience underlies resistance.

Change Resistance as Practicing Moral Authenticity: A Qualitative Study

2021 ◽  
pp. RTNP-D-20-00078
Author(s):  
Kim McMillan ◽  
Amélie Perron
Keyword(s):  
Health Care ◽  
Organizational Change ◽  
Resistance To Change ◽  
Change Resistance ◽  
Continuous Change ◽  
Change Initiatives ◽  
Face To Face ◽  
External Pressures ◽  
Take Back ◽  
Authentic Care

Background and purposeOrganizational changes are increasingly rapid and continuous in health care as organizations strive to meet multiple external pressures. Much change in health care fails and nurse resistance is commonly blamed for such failure. Nurse resistance to organizational change is often described as overt behaviours and are deemed destructive to the change process. Much of the literature describing organizational change comes from the perspectives of administrators, there is little known about nurses’ experiences of organizational change. The purpose of this inquiry was to explore the nature of frontline nurses’ experiences of rapid and continuous change.MethodsA qualitative critical hermeneutic design was applied. 14 Registered Nurses participated in face-to-face interviews. Openended questions were used. The setting was an urban pediatric teaching hospital located in Canada. Research ethics board approval was obtained as required. Member reflections ensured accurate portrayals of participant’s experiences.ResultsThe findings from this study suggest that acts of resistance to change are not overt, but rather covert behaviors in micro-ethical moments. Nurses engaged in resistance as means to provide morally authentic care at the bedside. These acts were utilized to take back power over their practice amidst feelings of powerlessness, however, paradoxically, when participants described the concept of power, they understood it solely in the context of feeling powerless within the planning, implementation and evaluation of organizational change initiatives. Nurses engagement with resistant behaviours in the context of organizational change demonstrated ethical action and political agency that enabled morally authentic nursing practice.Implications for practiceThe findings from this study offer new understandings of a well-established concept in nursing and can be used when considering the ethical dimensions of nursing work amidst rapidly changing health care institutions.

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