The Resistance to Change Scale was designed to measure an individual's dispositional inclination to resist changes. In Study 1, exploratory analyses indicated 4 reliable factors: Routine Seeking, Emotional Reaction to Imposed Change, Cognitive Rigidity, and Short-Term Focus. Studies 2, 3, and 4 confirmed this structure and demonstrated the scale's convergent and discriminant validities. Studies 5, 6, and 7 demonstrated the concurrent and predictive validities of the scale in 3 distinct contexts. The scale can be used to account for the individual-difference component of resistance to change and to predict reactions to specific change.

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This study reviews quantitative empirical studies of change recipients' reactions to organizational change. The authors reviewed studies published between 1948 and 2007, out of which 79 met the criteria of being quantitative studies of change recipients' reactions to an organizational change. Through an inductive review, the authors unravel a model of (a) explicit reactions to change, in which these reactions are conceptualized as tridimensional attitudes; (b) reaction antecedents that comprise prechange antecedents (viz., change recipient characteristics and internal context) and change antecedents (viz., change process, perceived benefit/harm, and change content); and (c) change consequences, including work-related and personal consequences. On the basis of their review the authors conclude by proposing directions for future research and practical managerial implications. Keywords change research, change recipients, reactions to organizational change Since 1974 (Friedlander & Brown, 1974), literature reviews on the topic of organizational change and development have been published primarily in two journals (i.e., the Annual Review of Psychology and the Journal of Management). Some of these To identify studies for our review, we searched the literature using terminology typically associated with organizational change. Specifically, in the PsychInfo and Proquest databases, we conducted an electronic search of the abstracts for the terms reactions to change, resistance to change, openness to change, attitudes toward change, willingness to change, readiness to change and receptivity to change. This initial search yielded more than 600 articles published (a) as early as 1948 (Coch & French, 1948) and (b) in many diverse journals, which complemented those that typically publish organizational change research. Furthermore, we manually searched 10 journals known to have published empirical articles on organizational change, for the period 1980 through 2007, which resulted in an additional 78 articles that were not identified in the electronic search. Our selection of journals included the following:

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SummaryFew empirical works have examined the process through which CEO dispositions relate to organizational outcomes. In this study we examined the relationships between CEO values and organizational culture, and between organizational culture and firm performance. Data were collected from different sources (26 CEOs, 71 Senior Vice Presidents and 185 other organizational members), and include organizational financial performance data collected at two points in time. In support of our hypotheses, CEO self-directive values were associated with innovation-oriented cultures, security values were associated with bureaucratic cultures and benevolence values were related to supportive cultures. In turn, cultural dimensions showed differential associations with subsequent company sales growth, an index of organizational efficiency and assessments of employee satisfaction.