Differentiating the Three Components of Resistance to Change: The Moderating Effect of Organization‐Based Self‐Esteem on the Employee Involvement‐Resistance Relation

Antonia Mercedes García Cabrera · Fernando García‐Barba Hernández

39 citations0/0 files storedHuman Resource Development Quarterly

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Organizational Change and Leadership Job Satisfaction and Organizational Behavior Organizational Management and Change

Abstract

This article deepens and expands the study of the three dimensions of resistance to change in employees: resistant thought, resistant feeling, and resistant behavior. It includes an analysis of the moderating effect of the employee's organization‐based self‐esteem on the influence of variables related to the management of the change process (i.e., involvement in the change—communication and participation) on each of these dimensions of resistance. The empirical analysis uses a sample of 143 employees who work in companies that embarked on programs of structural change in the two years prior to the current research being carried out. The results support the moderating effect of organization‐based self‐esteem on the influence of employee participation on resistant thought and resistant feeling, but not on resistant behavior. The results also suggest that resistant thought, resistant feeling, and resistant behavior have different antecedents related to the context of the change (employee involvement in the change and employee perceived benefits).

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 39 citations exist upstream.

References

1957A Theory of Cognitive Dissonance 2017A Theory of Cognitive Dissonance 1997Organizational Learning: A Theory of Action Perspective 1953Field Theory in Social Science 1951Field Theory in Social Science 1948Overcoming Resistance to Change 2000Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change 2000Predictors and outcomes of openness to changes in a reorganizing workplace.

Cited by

2019How does abusive supervision restrict employees’ feedback-seeking behavior?2020Empowering to Reduce Intentions to Resist Future Change: Organization‐Based Self‐esteem as a Boundary Condition 2017The mediating effects of ego-resilience in the relationship between organizational support and resistance to change 2018The role of human resource practices and managers in the development of well-being 2024Multiple Trajectories and Predictors of Self-Esteem Change in Later Life: A Latent Growth Mixture Modeling Approach

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.