Challenging 'Resistance to Change'

Resistance to a First-Time Online Training Course for Sport Technicians

“…Some authors have attributed a necessarily positive character to it (Kahnemann & Tversky, 1979). Others, in contrast, have regarded it as negative, including its misalignment with organizations' plans, (Dent & Goldberg, 1999) and suggest that action is required to generate solutions in the face of resistance. In this particular case, resistance was identified in the online implementation of a course for sport technicians for skating specialists.…”

Tying down global to lobal: identifying the influential factors affecting the progress and outcomes of accreditation processes in Dutch-Caribbean universities

“…Basically, organizations exist to perform tasks, produce outputs and/or generate and disseminate information. Dent and Goldberg (1999) state that members in the organization generate information and perform tasks based on the available resources to produce outputs in the form of products and/or services. They further declare that the purpose for which an organization exists has to be the foundation for everything its members do, including the choice of an appropriate way to organize.…”

“…Literature on organizational behaviour shows that effective organizations need to take into account the environment in which they operate, their internal characteristics and the individuality of its employees (Boddy, 2008;Bridges, 2009;Dent and Goldberg, 1999;Giesecke and Mc Neil, 2004). Table 2-1 presents an explanation of some basic organizational elements, while at the same time categorizing them at these three aggregation levels: macro (environment), meso (organization) and micro (individuals) and some basic organizational elements, illustrating also that there are external and internal organizational factors influencing the organizational process towards the achievement of the set organizational objectives.…”

“…As a result, they further state that "such environments often lead to the uniform adoption of certain practices and structures by organizations (institutional isomorphism), and to the persistence of these practices and structures (inertia), independent of rational efficiency or effectiveness concerns". In contrast, some studies indicate that change cannot be realized by following the same formula during all changes processes, regardless of the commonalities in aspects that are part of each change process (Bridges, 2009;Dent and Goldberg, 1999;Manley, 1990;Palmer, 2004;Torraco and Hoover, 2005). While analysing change particular contextual characteristics need to be considered as change processes are affected by these particularities.…”

“…According to several studies organizational processes refer to activities that take place by people using the technologies at hand and available resources to reach the organizational objectives (Baer et al, 2008;Boddy, 2008;Bridges, 2009;Dent and Goldberg, 1999;Giesecke and McNeil, 2004;Manley, 1990;Palmer, 2004;Torraco and Hoover, 2005). In most of these studies 'organizational change' is defined as an organizational transformation process with input factors, throughput activities and output results.…”