Academic Journal
Toward a General Model of Reaction to Organizational Change.
| Title: | Toward a General Model of Reaction to Organizational Change. |
|---|---|
| Authors: | Szabla, David B.1 david.szabla@wmich.edu |
| Source: | Organization Development Review. Spring2024, Vol. 56 Issue 1, p58-71. 14p. |
| Abstract: | Resistance to organizational change is considered a primary reason that organizational change initiatives fail. New ways of thinking about resistance to change are needed to improve the probability of organizational change success. This manuscript presents a newly constructed conceptual model that captures and explains human reaction to organizational change in all its complexity--the Reaction to Organizational Change System (ROCS). The system is comprised of two subsystems. The external subsystem includes three mechanisms that provide the conditions of the change: change composition, change strategy, and change field. The internal subsystem interprets the change conditions and reacts to the change multidimensionally across cognitive, affective, intentional, and behavioral dimensions. Following a detailed explanation of the two subsystems, this paper discusses how reaction to change develops through the interaction of the internal and external subsystems. The ROCS provides practical guidance for those who desire to be more effective organizational change agents and a research framework for those who desire to investigate resistance to change. [ABSTRACT FROM AUTHOR] |
| Subject Terms: | *Organizational change, Resistance to change, Conceptual models, Change agents |
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| ISSN: | 26400669 |
| Database: | Business Source Complete |
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