Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes toward an Organizational Change

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Authors: S.K. Piderit

Publication Year: 2000

Source: http://www.jstor.org/stable/259206

Journal: Academy of Management Review

Volume: 25

Issue: 4

Categories: Organizational Change, Change, Qualitative


Abstract

In this article I review studies of resistance to change and advocate new research based on a reconceptualization of individual responses to change as multidimensional attitudes. A challenging question for research and practice arises: How can we balance the organizational need to foster ambivalent attitudes toward change and the individual need to minimize the potentially debilitating effects of ambivalence? I conclude by highlighting the importance of examining the evolution of employee responses to change over time and the need to understand responses to change proposals that emerge from bottom-up, egalitarian change processes.