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What is Resistance to Change

Chapter 19
Handbook of Research on Contemporary Approaches in Management and Organizational Strategy
The change that is desired to be realized is reluctance and conscious change prevention activity.
Published in Chapter:
Change and Change Management in Organizations
Gökhan Kerse (Karamanoğlu Mehmetbey University, Turkey)
Copyright: © 2019 |Pages: 22
DOI: 10.4018/978-1-5225-6301-3.ch019
Abstract
The aim of this chapter is to make it easier to understand the concept of change and offer some suggestions on how the change should be managed. In this direction, change, change management, and its importance have been dealt with, and a conceptual framework has been established through examples. Then, the types of change are discussed by explaining what environmental factors bring about the change. The process of managing change is reviewed; the resistance to change and the sources that reveal this resistance are examined, as well as how to overcome the resistance. Finally, the role of the leader in change management and creating change culture has been discussed.
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Chapter 73
Impact of Management Automation on the Processing of Business Information
Lack of adaptation to organisational changes. This happens when a human being refuses to change their habits or become involved in new situations. In an organisation, employees can resist changing ways of acting, methodologies, schedules, or customs, among others.
Published in Chapter: Impact of Management Automation on the Processing of Business Information; From: Encyclopedia of Organizational Knowledge, Administration, and Technology
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Chapter 2
Islamic Banking in Libya: Emergence, Growth, and Prospects
A behaviour taken by employees to reject new changes in their organization.
Published in Chapter: Islamic Banking in Libya: Emergence, Growth, and Prospects; From: Growth and Emerging Prospects of International Islamic Banking
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Chapter 24
A Method for Implementing ERP Software in a Brazilian Company Operating in Portugal
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Chapter 18
Significance of Capacity Building Through Professional Development Programs: Pathways to Accreditation in HEIs
A common challenge involving the reluctance of individuals or institutions to adopt new practices or adapt to changes in standards and requirements.
Published in Chapter: Significance of Capacity Building Through Professional Development Programs: Pathways to Accreditation in HEIs; From: Evaluating Global Accreditation Standards for Higher Education
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Chapter 15
Organizational Learning and Change: Strategic Interventions to Deal with Resistance
A reaction or response to a change. It can be either an initiative of change or inhibitor of change.
Published in Chapter: Organizational Learning and Change: Strategic Interventions to Deal with Resistance; From: Handbook of Research on Human Resources Strategies for the New Millennial Workforce
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Chapter 19
Competing Commitments Theory
The action taken by individuals and groups, both conscious and subconscious, when they perceive that a change is a threat to them.
Published in Chapter: Competing Commitments Theory; From: Handbook of Research on Contemporary Theoretical Models in Information Systems
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Chapter 10
The Global Implications of Diversity and Inclusion: Exploring Economic, Image, and Meaning Dimensions
The opposition or reluctance to alter existing norms, processes, or behaviors. In the context of diversity and inclusion, this can refer to resistance to new policies or practices aimed at promoting diversity and inclusion.
Published in Chapter: The Global Implications of Diversity and Inclusion: Exploring Economic, Image, and Meaning Dimensions; From: Effective Digital Marketing for Improving Society Behavior Toward DEI and SDGs
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Chapter 4
Modeling the Skunkworks Technology: Sharing Experience to Make the Difference
The degree to which a group or individual opposes change or new rules and procedures preferring the old regulations.
Published in Chapter: Modeling the Skunkworks Technology: Sharing Experience to Make the Difference; From: Strategic Collaborative Innovations in Organizational Systems
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Chapter 2
Greening Human Resources for Elevating Value Creation in Organizations
The unwillingness or opposition exhibited by individuals or groups within an organization in response to new procedures, rules, or tactics.
Published in Chapter: Greening Human Resources for Elevating Value Creation in Organizations; From: Promoting Value Creation Through Organizational Effectiveness and Development
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