No abstract

No abstract

2013),"The limitations of dispositional resistance in relation to organizational change", Management Decision, Vol. 51 Iss 4 pp. 761-780 http:// dx., (2003),"Resistance to change: a literature review and empirical study", Management Decision, Vol. 41 Iss 2 pp. 148-155 http:// dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This study aims to contribute to a better understanding of resistance to change (RTC) by examining the role played by organisational commitment (OC) as a potential predictor and moderator in the analysis of RTC. Design/methodology/approach -First, alternative models of OC were developed, first as a co-predictor of RTC, and then as a moderator of the relationship between key established antecedents of RTC and resistance itself. The main established antecedents of RTC examined included employees' perceptions of the benefits of change (PBC), their involvement in the change process (IIC), and their overall attitudes towards the change (ATC). The alternative OC models were tested using data from a sample of over 300 middle managers from an Italian public sector service provider company undergoing a radical process of change.Findings -Results showed that OC, along with PBC and IIC, had a significant negative direct and indirect effect on RTC. The indirect effect was mediated by employee attitudes to the change. Contrary to expectations, however, commitment did not moderate any of the antecedents-RTC relationships.Research limitations/implications -Although based on self-report cross-sectional data, this paper suggests that, while OC has a main significant effect on RTC, it does not have a moderator effect in relation to RTC. Practical implications -The results suggest that OC is not a substitute for the effective management of change, but rather that management would be well advised to give due consideration to both factors when planning and implementing change. Social implications -The implications outlined above apply to a wide range of change initiatives, including the implementation of major social and economic programmes. Originality/value -This paper adds to existing knowledge in the area of RTC, showing that employee attitudes towards the change is a key mediating mechanism through which OC ma...

Management consultants have a widespread and ever-increasing

No abstract

No abstract

This study contributes to research on migrant pay disparities by analysing the impact of players' domestic/foreign status on performance‐based pay offered to professional footballers, to understand if foreign players benefit from a preferential labour market. We used information from publicly available data of 275 footballers who played for two consecutive seasons in the Italian league Serie A. We found that the relationship between previous and current performance was partially mediated by the current salary. This result reinforced earlier findings on the pay‐performance relationship, where seasonal performance is particularly relevant. Moreover, our results show that pay discrimination does not indicate a straightforward (dis)advantage for one group, but presents a more complex picture. We have examined possible underlying reasons for these disparities and offered suggestions for further research. We conclude by discussing how clubs and managers could consider incentives to strengthen pay‐performance relationships by being sensitive to the complex influence of players' origins.

When looking at changes in IT adoption and use in organisations, our theories rely-for the most part-on slow adoption timespans or-to a lesser extent-abrupt crises of short duration. We lack a model of IT adoption during a crisis of extended duration. This paper tackles this gap by looking at the IT-explorative and-exploitative teaching-related practices of university lecturers in response to the COVID-19 crisis. Based on qualitative data from three European higher education institutions and their responses to the COVID-19 crisis, we propose a process model of IT exploration/exploitation under a condition of extended crisis. The model shows that IT use and practices in response to a prolonged crisis go through phases, presenting predictable challenges that management can alleviate with a well-timed approach.