A grounded theory for resistance to change in a small organization

Diego Maria Macrı̀ · Maria Rita Tagliaventi · Fabiola Bertolotti

114 citations0/0 files storedJournal of Organizational Change Management

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

Abstract

This paper focuses on the process that generates resistance to change in a small organization. We build a grounded theory that interprets resistance to change in terms of interdependencies between the characteristics of the economic environment and of the industry, the dispositions of individuals, and the patterning of their actions within the social network. These three levels of analysis are mainly investigated separately from one another in empirical studies. An Italian small manufacturing firm was the object of our field study. Observations, ethnographic interviews and analysis of documents were the techniques employed.

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References

1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields 1992Basics of Qualitative Research: Grounded Theory Procedures and Techniques.1977Institutionalized Organizations: Formal Structure as Myth and Ceremony 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields 1992Basics of Qualitative Research 1969The social psychology of organizing 1990Emotional Intelligence 1986Organizational Culture and Leadership

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