Overcoming Resistance to Change
Theory and Practice Provide Some Insights
Bibliographic Data
| ID | 11277571 |
|---|---|
| Authors | William P Johnston (U.S. General Accounting Office George Mason University IPS International, University of Connecticut, corresponding author), Ray C Oman (U.S. Army Corps of Engineers George Washington University U.S. Department of Agriculture Graduate School) |
| Year | 1990 |
| Volume | 11 |
| Issue | 3 |
| Pages | 268-279 |
| Publication date | 1990-03-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Knowledge (JOURNAL) |
| Journal identifiers | ISSN: 0164-0259 • E-ISSN: 2673-9585 |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/107554709001100304 |
| OpenAlex | W2056276076 |
| Language | EN |
| References cited | 2 |
This research explores a model, based on the types of change proposed, for its contribution to understanding the source of resistance to change in federal organizations. The model is tested using approximately 350 proposals for change made by the General Accounting Office and by federal agencies' own management analysis units. The model uses types of change, a surrogate for employee self-interest, as a major factor in organizational resistance. Strategies are suggested that change advocates can use to increase their effectiveness
Business · Change management (ITSM · Organizational change · Political science · Public relations · Resistance (ecology · Accounting and Organizational Management · Marketing
| Highly cited | No |
|---|