Leading and Managing Organizational Change Initiatives

Claudia Peus (), Dieter Frey, Marit Gerkhardt, Peter Fischer and Eva Traut-Mattausch
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Claudia Peus: LMU Center of Leadership and People Management, Ludwig-Maximilians-University Munich, Leopoldstr. 13, 80802 Munich, Germany

management revue - Socio-Economic Studies, 2009, vol. 20, issue 2, 158-175

Abstract: Although indispensable for long-term economic growth, organizational changes are usually met with resistance. This article draws on psychological theories and empirical evidence to highlight why and under what conditions changes lead to resistance and what likely consequences of resistance are. Furthermore, the article discusses the variables that have been identified as success factors for organizational change initiatives. These include individual difference variables and objective characteristics of the changes, but in particular aspects of the implementation, such as fairness and trust, adequate communication strategies, leadership, and participation. Finally, conclusions summarizing the most important aspects that are beneficial to consider in managing organizational change initiatives are presented.

Keywords: change management; resistance; success factors (search for similar items in EconPapers)
JEL-codes: L20 L21 L26 M10 M12 (search for similar items in EconPapers)
Date: 2009
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Citations: View citations in EconPapers (6)

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