Journal of Organizational Change Management: Volume 15 Issue 2

Resistance and the background conversations of change

Jeffrey D. Ford, Laurie W. Ford, Randall T. McNamara

Resistance to change has generally been understood as a result of personal experiences and assessments about the reliability of others. Accordingly, attempts are made to alter…

When problem solving prevents organizational learning

Anita L. Tucker, Amy C. Edmondson, Steven Spear

We propose that research on problem‐solving behavior can provide critical insight into mechanisms through which organizations resist learning and change. In this paper, we…

Case study: identifying resistance in managing change

Karyn E. Trader‐Leigh

Examines stakeholder attitudes about change and resistance to change in a management initiative within the US State Department. Resistance to change may be an obstacle to…

Organizational diagnostics: integrating qualitative and quantitative methodology

Jackie Alexander Di Pofi

In the present study, the challenge to apply theory in the practice of organizational change management is addressed in the context of a field setting. The research explains the…

Crafting a change message to create transformational readiness

Achilles A. Armenakis, Stanley G. Harris

Explains how we used the change message components of discrepancy, appropriateness, efficacy, principal support, and personal valence and the message conveying strategies of…

Development of a measure to assess organizational change

Leslie T. Szamosi, Linda Duxbury

Discusses the use of the act frequency approach methodology to develop and validate a measure of organizational support of revolutionary change. A total of nine unique behaviors…

Glass Ceiling and Asian Americans: The New Face of Workplace Barriers

Mary Lee Vance

The Horizontal Organization: What the Organization of the Future Actually Looks Like and How It Delivers Value to Customers

Michael J. Bennett