Organizational Change

RESISTANCE TO CHANGE: A LITERATURE REVIEW AND EMPIRICAL
STUDY
Abstract: This paper examines organizational change, focusing on the distinction of
changes according to their scope and presenting a typology of evolutionary and strategic
changes. We also offer an in depth study of resistance to change. Through empirical
research, we have analyzed the importance of the sources of resistance to change
defined theoretically, also considering both types of changes. We have shown which
sources of resistance differ most, according to the scope of change, offering hints about
where organizations should pay special attention when initiating a change process.
Key words : change, resistance to change
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RESISTANCE TO CHANGE: A LITERATURE REVIEW AND EMPIRICAL
STUDY
Many authors (Lawrence, 1954; Maurer, 1996; Strebel, 1994; Waddell and
Sohal, 1998, among others) stress that the reasons for the failure of many change
initiatives can be found in resistance to change. Resistance to change introduces costs
and delays into the change process (Ansoff, 1990) that are difficult to anticipate
(Lorenzo, 2000) but must be taken into consideration. Resistance has also been
considered as a source of information, being useful in learning how to develop a more
successful change process (Beer and Eisenstat, 1996; Goldstein, 1988; Lawrence, 1954;
Piderit, 2000; Waddell and Sohal, 1998). Undoubtedly, resistance to change is a key
topic in change management and should be seriously considered to help the
organization to achieve the advantages of the transformation.
Considering the importance of resistance to change, this paper aims to deepen in
this field through a theoretical exposition of the concept. Later, we will offer the results
of an empirical study of Spanish firms that had recently undergone a change process. In
this study, we analyzed the main sources of resistance to change and their relationships
with types of changes.
LITERATURE REVIEW
Organizational change...