Reframing resistance to organizational change
Robyn Thomas and
Scandinavian Journal of Management, 2011, vol. 27, issue 3, 322-331
We examine the literature on resistance to organizational change and identify two dominant yet contrasting approaches: the demonizing versus the celebrating of resistance to change. We show that both of these approaches fail to address power relations adequately and, in so doing, raise practical, ethical and theoretical problems in understanding and managing change. We propose an alternative, more critical approach, which shows how both power and resistance constitute organizational change. We highlight how power-resistance relations lie at the heart of organizational change.
Keywords: Resistance; to; change; Power; Organizational; change (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:eee:scaman:v:27:y:2011:i:3:p:322-331
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