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Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes toward an Organizational Change
Sandy Kristin Piderit
The Academy of Management Review
Vol. 25, No. 4 (Oct., 2000), pp. 783-794
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/259206
Page Count: 12
You can always find the topics here!Topics: Ambivalence, Emotion, Psychological attitudes, Resistance to change, Emotional expression, Social psychology, Organizational change, Middle management, Personality psychology, Cognitive psychology
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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.
The Academy of Management Review © 2000 Academy of Management