Reframing resistance to organizational change

Thomas, Robyn ORCID: https://orcid.org/0000-0002-7887-8679 and Hardy, Cynthia ORCID: https://orcid.org/0000-0002-2612-7304 2011. Reframing resistance to organizational change. Scandinavian Journal of Management 27 (3) , pp. 322-331. 10.1016/j.scaman.2011.05.004

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Abstract

We examine the literature on resistance to organizational change and identify two dominant yet contrasting approaches: the demonizing versus the celebrating of resistance to change. We show that both of these approaches fail to address power relations adequately and, in so doing, raise practical, ethical and theoretical problems in understanding and managing change. We propose an alternative, more critical approach, which shows how both power and resistance constitute organizational change. We highlight how power-resistance relations lie at the heart of organizational change.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > H Social Sciences (General) H Social Sciences > HD Industries. Land use. Labor H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Uncontrolled Keywords:	Resistance to change ; Power ; Organizational change
Publisher:	Elsevier
ISSN:	0956-5221
Last Modified:	19 Oct 2022 09:04
URI:	https://orca.cardiff.ac.uk/id/eprint/19908

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