Journal of Organizational Behavior Management · 2003 · 61 citations · 36 references
EducationStrategic Contingencies ModelsPower RelationOrganizational BehaviorJoint ImplicationsManagementPower HoldersOrganizational PsychologyBehavioral SciencesResistance To ChangeChange ManagementOrganizational ChangeOrganizational ResearchStrategyOrganizational TransformationStrategic ManagementOrganizational CommunicationOrganization DevelopmentBusinessBusiness StrategyPolitical Science
Abstract This paper discusses the joint implications of the operant and strategic contingencies models of power for understanding and decreasing resistance to change in organizations. In particular, resistance is expected when the organizational change being introduced either intentionally or unintentionally results in changes in who has direct or indirect control over reinforcing and aversive stimuli in the organization. Power holders and leaders can be expected to resist changes that decrease their ability to obtain responses in, and rewards for, their work groups. Workers can be expected to respond negatively to changes that affect the availability of positive consequences or the ability to obtain those consequences. Change efforts that minimize these problems are predicted to be more successful.
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J. Scott Armstrong, David M. Georgoff · International Journal of Forecasting · 1988 · 18.2K citations
John R. P. French, Bertram H. Raven · University of Pittsburgh Press eBooks · 1986 · 4.6K citations