Managing change and resistance to change: a theoretical guide for practitioners and researchers

Little research is available examining the predictors or underlying mechanisms of employee reactions to implementation of change efforts. In this paper, we discuss the importance of the conceptual perspective of organisations adopted when implementing a change effort, and we develop a theoretical model to guide managers charged with designing and implementing organisational change programs. The model identifies the key factors that impact the employee's decision to resist during change implementation and their subsequent resistance behaviour. Specific areas requiring attention in the management of change are also presented.