Employee Objections to Organizational Change: A Framework for Addressing Management Responses

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Abstract

Research on organizational change often focuses on the nature and causes of employee objections to change, typically referred to as resistance. This paper explores managerial assumptions in this regard, suggesting a conceptual framework whereby employee objections are understood as whistle-blowing, opinion, resistance/trauma or resistance/disposition. Furthermore, it shows how each position provides legitimacy to a specific management strategy. The framework provides a tool to understand managerial attitudes and strategies, as well as how these attitudes may be understood as rhetoric or self-rationalizations.
Original languageEnglish
Pages (from-to)41-54
JournalOrganization Development Journal
Volume32
Issue number1
Publication statusPublished - 2014

Subject classification (UKÄ)

  • Business Administration
  • Economics and Business

Keywords

  • Organizational Change
  • Resistance
  • Resistance to Change
  • Employee Objections

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