A grounded theory for resistance to change in a small organization

Abstract

This paper focuses on the process that generates resistance to change in a small organization. We build a grounded theory that interprets resistance to change in terms of interdependencies between the characteristics of the economic environment and of the industry, the dispositions of individuals, and the patterning of their actions within the social network. These three levels of analysis are mainly investigated separately from one another in empirical studies. An Italian small manufacturing firm was the object of our field study. Observations, ethnographic interviews and analysis of documents were the techniques employed.

Citation

Macrì, D.M., Tagliaventi, M.R. and Bertolotti, F. (2002), "A grounded theory for resistance to change in a small organization", Journal of Organizational Change Management, Vol. 15 No. 3, pp. 292-310. https://doi.org/10.1108/09534810210429327