Abstract
The article proposes and tests a model of resistance to organizational change. Contrary to most works on resistance, resistance was conceptualized here as a multifaceted construct. Relationships among resistance components and employees' personalities, the organizational context, and several work-related outcomes were examined. Through a study of 177 employees, both personality and context have been found to significantly associate with employees' attitudes towards a large-scale organizational change. These attitudes were, in turn, significantly associated with employees' job-satisfaction, organizational commitment, and intention to leave the organization.
| Original language | English |
|---|---|
| Pages (from-to) | 73-101 |
| Number of pages | 29 |
| Journal | European Journal of Work and Organizational Psychology |
| Volume | 15 |
| Issue number | 1 |
| DOIs | |
| State | Published - Mar 2006 |
| Externally published | Yes |
Bibliographical note
Funding Information:Correspondence should be addressed to Shaul Oreg, Department of Sociology and Anthropology, University of Haifa, Mount Carmel, Haifa 31905, Israel. Email: [email protected] The work presented in this manuscript was supported by a grant from the Center for Advanced Human Resource Studies at Cornell University’s School of Industrial and Labor Relations. I thank Tove Hammer for helpful comments on earlier versions of this manuscript.