Change agent's contribution to recipients' resistance to change: A two-sided story

Vos, Janita F.J.; Rupert, Joyce

doi:10.1016/j.emj.2017.11.004

Cited by 28 publications

(38 citation statements)

References 52 publications

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“…Specifically, the behaviors that may be demonstrated include any oppositional act that is in response to a change or perceived threat to baseline status 9,17 . These behaviors are often not helpful 9 and therefore could include anything, as perceived by a leader, that would disrupt the change 9,11,18 …”

Section: Resultsmentioning

confidence: 99%

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Resistance to change: A concept analysis

DuBose

Mayo

2020

Nurs Forum

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The purpose of this concept analysis is to explore the concept of resistance and provide an operational definition for nurse leaders. While resistance has been deemed a major barrier to the implementation of successful practice change in popular literature, specific evidence as to how it is a barrier within health care organizations is lacking. The Walker and Avant model of concept analysis was used to analyze the concept of resistance. Literature searches utilized the Cumulative Index for Nursing and Allied Health Literature (CINAHL), PsychARTICLES, and Google scholar. Resistance is defined as an individual's behavior in response to perceived or actual threat in an attempt to maintain baseline status. It may be preceded by and amplified through mistrust, fear, and communication barriers, ultimately influencing the implementation, quality, and sustainability of the change. Historically resistance has been viewed with negative conations due to its potential impact on organizational success. However, resistance is a normal response to a threat to baseline status. Nurse leaders prepared with knowledge of resistance, including the antecedents and attributes, can minimize the potential negative consequences of resistance and capitalize on a powerful impact of change adaptation.

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Section: Resultsmentioning

confidence: 99%

“…Due to the impact resistance can have on an organizational change, it has been historically classified with negative connotations. Individuals that display resistance to change are deemed defiant and non‐compliant 9 . However, resistance is not inherently bad 10 .…”

Section: Introductionmentioning

confidence: 99%

Resistance to change: A concept analysis

DuBose

Mayo

2020

Nurs Forum

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“…The same study also challenges the dichotomy between acceptance and resistance to change by showing the variety of reactions towards this kind of mandated changes. Last but not least, the construction of resistance to change as employee resistance to organizational change bears an inherent power imbalance, since this endows the change agent with the unilateral capacity to diagnose resistance and the power to overcome it (Thomas and Hardy 2011 ; Vos and Rupert 2018 ).…”

Section: Change and Resistancementioning

confidence: 99%

Resistance to (Digital) Change

Scholkmann

2021

Digital Transformation of Learning Organizations

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Resistance to change has been elaborated on from different perspectives: with a focus on employee resistance to change and as a systemic phenomenon, but also in the light of digital change and digital transformation. However, an integration of these approaches is not easy to find. This chapter discusses the phenomenon of resistance to change in light of current understandings of the concept as well as new elaborations, which might help to pinpoint specific challenges of digital change resistance. To this end, I will dive into the research traditions that have been built up around the concept. In order to understand resistance to digital change, specifically, I will draw upon the theory of Danish educational researcher Knut Illeris and explore the potential of his writings to explain resistance to digital change from a learning perspective. Throughout I will use examples from higher education digitalization research, to illustrate the respective phenomena. Key navigation points of this chapter are to elaborate resistance to (digital) change both as an individual and a systemic phenomenon and to contribute to a better understanding of resistance to digital change in light of incremental and disruptive change expectations.

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“…Software conversion projects, as an example of organisational changes, have special requirements for the change agents, such as the consistent integration of all parties involved while maintaining the existing and well-established structures (de Ruyter et al, 2018;Stolle & Herrmann, 2006;Vering, 2007). The knowledge of the change agent is rare and is considered critical to the performance of organisational tasks (Heijden & Cramer, 2017;Lines, 2007;Vos & Rupert, 2018). Its perceived expert power is influenced by known and observable individual characteristics, such as formal education, professional position, and past achievements in relevant process and content areas (Lines, 2007).…”

Section: Research Question 1 -Attributesmentioning

confidence: 99%

“…The process component concentrates on the management of the change. This includes how the people involved are integrated into the change (Vos & Rupert, 2018), to what extent their worries and hardships are heard, and the individual steps that need to be taken to make the change successful. Ample and intensive communication is necessary (Pascale & Sternin, 2005).…”

Section: Research Question 1 -Attributesmentioning

confidence: 99%

Clients´ Perceptions of Sales Force Expert Power

Fricke¹

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Expert power is based on the awareness that a person in a power relationship possesses valuable knowledge, information, or skills (Raven, 1992, 2008). It builds customer trust, long-term relationships, customer satisfaction, loyalty, and exit barriers. The buyer´s preferences for a product or solution are shaped by sales force expert power (Doney & Cannon, 1997; Clauss & Bouncken, 2018). With these preferences, the buyer participates in the decision-making process, where the mechanisms of organisational buying find application. However, what remains unclear is which attributes a buying centre specifically associates with sales force expert power, when and how the perception of sales force expert power alters in the buying process, also which factors are responsible for it are issues that have not yet been discussed in the context of group decision-making in buying centres, and finally to what extent does sales force expert power influences the decision frame of each member of the buying centre. To address these gaps, the aim of the study is to create an approach by which sales forces can consciously manage and enhance the clients´ perceptions of sales force expert power. For this purpose, Alpha Software customers from various industries were interviewed immediately after their purchase decision regarding the perception of sales force expert power and what influence this perception had on the buying centre’s decision. The findings of the study indicate an overload of sales force expert power can lead to mistrust and uncertainty. The perception of sales force expert power is important in all stages of the buying process. In early stages product knowledge is perceived more strongly while the perception of change knowledge in final stages predominates. Information exchange and recommendations lose their impact due to an unprofessional approach to change which minimises the perception of expert power significantly. Due to the intensity of change and how the change is perceived the perception of sales force expert power alters. Business customers, unlike consumers, expect a professional approach to change rather than benevolence. The interviewed clients perceive the software conversion project as a change project and expect the sales force to be approached and addressed accordingly. Change knowledge is cited as an important attribute for sales force expert power, which can advance the clients´ perceptions of sales force expert power.

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Change agent's contribution to recipients' resistance to change: A two-sided story

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Cited by 28 publications

References 52 publications

Resistance to change: A concept analysis

Resistance to change: A concept analysis

Resistance to (Digital) Change

Clients´ Perceptions of Sales Force Expert Power

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