Enhancing the success of organizational change

Dennis R. Self · Mike Schraeder

138 citations0/0 files storedLeadership & Organization Development Journal

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Organizational Change and Leadership Management and Organizational Studies Organizational Management and Change

Abstract

Purpose This paper seeks to provide guidance on specific ways by which organizations can overcome resistance by matching readiness strategies with forms of resistance. Design/methodological approach The paper summarizes literature on resistance to change and readiness to change, leading to the development of specific recommendations for reducing resistance through specific readiness strategies. Findings Resistance, though common, may be more effectively managed if specific readiness strategies are matched with requisite sources of resistance. Practical implications The paper provides guidance on addressing primary sources of resistance by matching them with specific elements proposed by Armenakis et al. that lead to readiness for change. Originality/value The synthesis of literature related to creating readiness for change and resistance to change leads to a resistance to change typology, including three domains. While these domains have been addressed in change literature, the paper further expands on these domains by offering potential sources of resistances within each domain. This should lead to future research that explores these domains and sources within each domain in greater depth.

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References

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2013Toward a Process-Based Approach of Conceptualizing Change Readiness 2015Change Leadership and Public Sector Organizational Change 2014Change process characteristics and resistance to organisational change: The role of employee perceptions of justice 2014Overcoming Faculty Avoidance of Online Education 2014An exploration of the relationship between readiness for change and organizational trust in Turkish public schools

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