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The flair of the resistance to change: an employee-centered perspective

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journal contribution
posted on 02.11.2017, 05:43 by Cheng, Joseph S. L., Petrovic-Lazarevic, Sonja
Transformational changes to "doing more with less" in organizations have been rapid, recurrent, and structural; and many failures in these changes are due to employees' resistance. In this paper, we develop theoretical model to explain how the nature and characteristics of employee's resistance to "doing more with less" organizational change can be managed to embed negative resistance into positive pursuit of organizational success.

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2005

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Monash University. Faculty of Business and Economics. Department of Management

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