Personality, context, and resistance to organizational change

Shaul Oreg*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

603 Scopus citations

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 languageAmerican English
Pages (from-to)73-101
Number of pages29
JournalEuropean Journal of Work and Organizational Psychology
Volume15
Issue number1
DOIs
StatePublished - Mar 2006
Externally publishedYes

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: oreg@soc.haifa.ac.il 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.

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