Modelling participation, resistance to change, and organisational citizenship behaviour: A South African case

Msweli, Pumela; Potwana, N.

doi:10.4102/sajbm.v37i1.595

Cited by 20 publications

(15 citation statements)

References 39 publications

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“…It has been pointed out in many organizational behavior studies that organizational citizenship behavior and organizational commitment are closely related to resistance to organizational change (Msweli-Mbanga & Potwana, 2006;Yousef, 2000). Therefore, we suggest that future researchers explore the effects of variables of organizational behavior on the relationship between cognitive personality traits and employees' resistance to organizational change.…”

Section: Discussionmentioning

confidence: 97%

The Impact of Cognitive Flexibility on Resistance to Organizational Change

Su¹,

Chung²,

Su³

2012

soc behav pers

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We investigated the relationship between 3 cognitive personality traits of employees, that is, cognitive flexibility, insight, and self-reflection, and the relationship between 3 variables of resistance, that is, affective resistance, cognitive resistance, and behavioral resistance, to organizational change. The question of how cognitive flexibility was related to each of these variables of resistance to organizational change was then examined. The sample comprised 419 employees from large-scale manufacturers in Taiwan, who had previously experienced organizational change. Our findings indicated that insight and self-reflection were antecedent variables of cognitive flexibility. Of the 3 variables, resistance to organizational change, affective resistance, and cognitive resistance were positively related to behavioral resistance, and affective resistance was positively related to cognitive resistance. Conversely, cognitive flexibility was negatively related to all the variables of resistance. Implications and limitations of this study are discussed, and suggestions for future research proposed.

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Section: Discussionmentioning

confidence: 97%

The Impact of Cognitive Flexibility on Resistance to Organizational Change

Su¹,

Chung²,

Su³

2012

soc behav pers

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“…Trust in Management. Stanley et al (2005) Value for Employee Input (Lewis, 2006), Participation in Decision Making Scale (Miller et al, 1990), and Willingness to Participate (Msweli-Mbanga & Potwana, 2006 First, willingness to participate was measured by three items developed by Msweli-Mbanga and Potwana (2006). The original scale contained five items, and the 84 reported Cronbach Alpha was .70.…”

Section: He/she Mocks New Visionmentioning

confidence: 99%

A communication model of employee cynicism toward organizational change

Qian

Daniels

2008

Corporate Communications: An International Journal

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QIAN, YUXIA, Ph.D., November 2007. Communication Studies A COMMUNICATION MODEL OF EMPLOYEE CYNICISM TOWARD ORGANIZATIONAL CHANGE (161 pp.) Director of Dissertation: Tom D. DanielsThe purpose of this study is to develop a communication model of employee cynicism toward organizational change. The few studies on employee cynicism were mainly conducted in the fields of management and psychology. The role of communication in shaping employee cynicism was rarely highlighted. Using the theoretical framework of social information processing (SIP), this study explored the communication variables in the social context which contribute to employee cynicism toward organizational change in a higher education institution. In the model, the three variables reflecting the social context, specifically, perceived quality of information, cynicism of colleagues, trust in the administration, are hypothesized to predict change-specific cynicism, which in turn, leads to intention to resist change.

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“…In other cases, resistance may be a productive response to perceived unethical actions as well as changes that may not be in the best interest of the organization (Oreg, 2006;Piderit, 2000). Still others have characterized resistance to change as a positive process that fosters learning among organization participants LODJ 31,1 (Msweli-Mbanga and Potwana, 2006). The complex dimensions illustrated by these definitions suggest that a dichotomous view of individual reactions to change (i.e.…”

Section: Introductionmentioning

confidence: 99%

Resistance to organizational change: linking research and practice

Erwin¹,

Garman

2010

Leadership &Amp; Organization Development Journal

211

160

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Purpose-The purpose of this paper is to study recently published research to identify findings that provide research-based guidance to organizational change agents and managers in addressing individual resistance to organizational change initiatives. Design/methodology/approach-The paper examines published research appearing in peer-reviewed journals since 1998 that focus on exploring individual resistance to organizational change. Findings-Recent published research provides considerable practical guidance to organizational change agents and managers in understanding and dealing with resistance to change. Recent research examines the cognitive, affective, and behavioral dimensions of individual resistance and how it is influenced by: individual predispositions towards openness and resistance to change; individuals' considerations of threats and benefits of change; communication, understanding, participation, trust in management, management styles, and the nature of relationships with the change agents. Research limitations/implications-This paper is limited to research articles involving resistance to organizational change published in peer-reviewed journals from 1998 to 2009. Also, the paper finds that reported research used primarily self-report questionnaires to gather data, which are quantitatively analyzed. Such a lack of diversity of research methodologies provides a limited perspective of resistance to organizational change that might have been broadened by qualitative and practice-based methods (e.g. case studies and action research). Practical implications-A framework is presented linking organizational change research findings to specific change practitioner recommendations. Limitations of recent research are also discussed. Originality/value-Most studies provide an examination of a limited number of variables influencing resistance to change, and are not necessary designed to provide practical guidance to change practitioners. This paper provides a comprehensive framework of constructs and variables specifically aimed at linking research-based findings to guidance for change practitioners.

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Modelling participation, resistance to change, and organisational citizenship behaviour: A South African case

Cited by 20 publications

References 39 publications

The Impact of Cognitive Flexibility on Resistance to Organizational Change

The Impact of Cognitive Flexibility on Resistance to Organizational Change

A communication model of employee cynicism toward organizational change

Resistance to organizational change: linking research and practice

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