Change, Resistance to Change and Organizational Cynicism

Cynicism about Organizational Change : Measurement , Antecedents , and Correlates

Organizational Change Cynicism: the Role of Employee Involvement

E mployees have become more cynical about their organizations (Feldman, 2000). There are many potential targets for such cynicism, such as one’s occupation, top managers, and organizational change efforts (Dean, Brandes, & Dharwadkar, 1998). This article addresses organizational change cynicism (OCC), which has the potential to undermine change programs (Reicher, Wanous, & Austin, 1997), and fo...

Manager’s Resistance to Organizational Change: Lesson from Ethiopian Commercial Banking Sector

The thinking and the practice of managing resistance to change is usually associated with change recipient’s psychological set up. In most cases, employees are either implicitly or explicitly considered as the prime source of resistance. Exploring the initiation and implementation of organizational change in Ethiopian commercial banks, this research found out that resistance to change does not ...

Overcoming Resistance to Organizational Change: Strong Ties and Affective Cooptation

We propose a relational theory of how change agents in organizations use the strength of ties in their network to overcome resistance to change. We argue that strong ties to potentially influential organization members who are ambivalent about a change (fence-sitters) provide the change agent with an affective basis to coopt them. This cooptation increases the probability that the organization ...

Deconstructing resistance to organizational change – a social representation theory approach