Systematic literature review of interpretative positions and potential sources of resistance to change in organizations

Abstract

Purpose: This article addresses the main concerns of existing literature about resistance to change (RC) in organizations, namely the limited interpretative position regarding RC focusing mainly on negative aspects and excluding potential benefits, and the poor consensus or even understanding of RC sources in organizations.Design/methodology: To approach our goal, a systematic literature review will be carried out. The initial sample, obtained using reproducible search algorithms on Scopus and Web of Science, comprises 65 papers. After applying five inclusion/exclusion criteria supported by previous systematic reviews, the final sample consists of 30 papers.Findings: This article demonstrates the prevalence of a negative position toward RC and reveals efforts to harness the potential benefits of RC. In addition, from 126 specific RC sources extracted from the analyzed papers, it discovers and discusses 22 sub-typologies of RC sources, which are grouped into five typologies. Practical implications:The paper enables the future identification of, evaluation of, and intervention in 22 potential RC sources in organizations distinguished into five typologies. The taxonomy also enables researchers to organize and summarize study topics/subtopics regarding RC in the organizational arena.Social implications: This paper draws attention to the need to recognize the meaning and implications of three alternative positions relating to RC in organizations (positive, negative, and neutral). Originality/value:The paper provides a comprehensive taxonomy of RC sources beyond the traditional classification of individual/organizational factors.

Individuals' attitudes about organizational change: relationship between BPM and resistance to change

“…This finding corroborates Piderit (2000), given that the reaction of individuals to change may produce intensely positive emotions such as joy and happiness. Likewise, it reinforces the importance of considering the positive positions in order to facilitate a broader understanding of resistance to change, as underscored by Gonz alez et al (2022).…”

“…Important aspects analyzed by the authors are the benefits of the reactions (even if negative). This is also discussed by Gonz alez et al (2022) in their review, which underscores a limited interpretative position in terms of resistance to change, since studies focused primarily on the negative aspects, excluding potential benefits. The authors also reinforce the importance of considering positive and neutral positions in order to facilitate a broader understanding/approach to organizational resistance to change.…”

“…Important aspects analyzed by the authors are the benefits of the reactions (even if negative). This is also discussed by González et al. (2022) in their review, which underscores a limited interpretative position in terms of resistance to change, since studies focused primarily on the negative aspects, excluding potential benefits.…”

Towards an integrated definition of job crafting

“…The systematic review of the literature was carried out following the approach of González del Val and Cano (2022) based on Denyer and Tranfield (2005) and Pérez-Rave (2012). The criteria for inclusion/exclusion of documents were as follows: i) articles reviewed by experts in databases that have such a requirement to index articles, in particular, have been analyzed: Web of Science (WoS), Scopus, ABI and Emerald; ii) written in English or Spanish (following Amor et al, 2019); and iii) that the words'job crafting' appear in the title and summary of articles published in the last three years (2020)(2021)(2022).…”

Factors and Barriers to Change Implementation in Micro, Small, and Medium-Sized Enterprises

“…A distinctive feature of the current environment is the process management of organizations -after all, change itself is a process, as Kaes and Rinderle-Ma (2017) (Maurer, 2010). As an example of another model, we can use the Kübler-Ross model, which also defines the attitude of employees to the change process in five stages, or the typical Lewin model, which also evaluates the perspective of employees in detail (González et al, 2022).…”