 Causes of Failed Corporate ChangeThomas Lauer
Chapter 4 in Change Management, 2021, pp 45-61 from Springer Abstract: Abstract The failure of change processes is by no means uncommon, as studies have shown. For example, in a qualitative survey of German managers from 2014, those interviewed put the failure rate of change initiatives at 70%. In the international context, too, a corresponding rate of about 75% is common as a “rule of thumb”. This is primarily due to resistance from employees, especially the implementing employees, but also middle management. Resistance that is not directly apparent is problematic in this context. They are mostly based on psychological defensive reactions against unknown influences or loss of freedom, but also on misunderstandings in communication. The manifestation of resistance can range from direct opposition to inner or actual dismissal. Appearance and strength of the resistance depend on the personality traits, but also on the culture of the company. If serious effects of resistance are to be avoided, they should be taken seriously and not be tackled with strong disciplinary measures, as otherwise the counterproductive effect is more likely to occur in the form of even greater resistance. Date: 2021 There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-662-62187-5_4 Ordering information: This item can be ordered from DOI: 10.1007/978-3-662-62187-5_4 Access Statistics for this chapter More chapters in Springer Books from Springer |
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