Case study: identifying resistance in managing change
Abstract
Examines stakeholder attitudes about change and resistance to change in a management initiative within the US State Department. Resistance to change may be an obstacle to successful implementation of reinvention initiatives based on how individuals and organizations perceive their goals are affected by the change. This study suggests that improved identification and understanding of the underlying factors of resistance may improve implementation outcomes.
Keywords
Citation
Trader‐Leigh, K.E. (2002), "Case study: identifying resistance in managing change", Journal of Organizational Change Management, Vol. 15 No. 2, pp. 138-155. https://doi.org/10.1108/09534810210423044
Publisher
:MCB UP Ltd
Copyright © 2002, MCB UP Limited