Change process characteristics and resistance to organisational change: The role of employee perceptions of justice

Joanna Georgalis, Ramanie Samaratunge, Nell Kimberley and Ying Lu

Australian Journal of Management, 2015, vol. 40, issue 1, 89-113

Abstract: Although there are many potential causes of failed change, ‘resistance to change’ is widely recognised as a significant contributor to this problem. Much of the literature relating to resistance has focused on the context-specific antecedents which can be divided into those relating to change outcomes and those that focus on change implementation. Justice research acknowledges the importance of employee perceptions of fairness in change management, and identifies it as a key factor in developing positive employee attitudes toward organisational change. Using change process characteristics of Leader-Member Exchange (LMX), participation and information as antecedents, the aim of the present study was to examine the influence of employee perceptions of justice on resistance to change. The results of a survey of 100 employees in an Australian workplace indicate that informational justice mediated the relationship between LMX and resistance to change.

Keywords: Organisational change; justice; resistance; employee perceptions; Australia (search for similar items in EconPapers)
Date: 2015
References: View references in EconPapers View complete reference list from CitEc
Citations:

Downloads: (external link)
https://journals.sagepub.com/doi/10.1177/0312896214526212 (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:sae:ausman:v:40:y:2015:i:1:p:89-113

DOI: 10.1177/0312896214526212

Access Statistics for this article

More articles in Australian Journal of Management from Australian School of Business
Bibliographic data for series maintained by SAGE Publications ().