Change Agents

In: Business and Management

Submitted By adeeba267
Words 449
Pages 2
Chiung-Hui, H., & Ing-Chung, H. (2009). RESISTANCE TO CHANGE: THE EFFECTS OF ORGANIZATIONAL INTERVENTION AND CHARACTERISTIC. Review Of Business Research, 9(1), 110-114.

In this study, the authors highlight the perceptions of change agents’ in regards to employee resistance. Research in this area specifically is quite scarce because previous research has focused on recognizing resistance as a having a significant effect on organization change outcomes.

The purpose of this study is to understand the perspective of agents who drive the implementation of organizational change to investigate the agents’ perceptions to employee resistance, organizational intervention, and change outcomes.

This study was conducted by sampling graduate school alumni in Taiwan, who had experience as internal change agents. Much of the study was based on variables such as tenure, profitability, and age. The rest was done on a scale that asked the internal agents’ to evaluate employee’s perceptions. They also considered characteristics of the organization such as size and the importance of the position held by the agents’.

The authors agree with previous research that view resistance as an obstacle, instead of a reaction or response that newer studies promote. They believe it is a block that prevents change and a major reason that change does not succeed or does not get implemented. They also agree with previous claims that any change, no matter how beneficial for employees and to the organization, will be met and can be sabotaged by resistance.

The results of this study indicate that the agents’ perception of employees’ resistance has a negative effect on the change outcomes themselves. They found that the effect is mediated by organizational intervention, which changes employees’ behavior. There are many types of intervention and in order to be effective they need to be…...

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