Resistance to change has generally been understood as a result of personal experiences and assessments about the reliability of others. Accordingly, attempts are made to alter these factors in order to win support and overcome resistance. But this understanding ignores resistance as a socially...

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...

In the present study, the challenge to apply theory in the practice of organizational change management is addressed in the context of a field setting. The research explains the process of conducting an organizational diagnosis reflecting current practices of using theory‐based assessment...

Explains how we used the change message components of discrepancy, appropriateness, efficacy, principal support, and personal valence and the message conveying strategies of active participation, persuasive communication and management of information suggested by Armenakis and colleagues to help...

Discusses the use of the act frequency approach methodology to develop and validate a measure of organizational support of revolutionary change. A total of nine unique behaviors, describing three constructs, were viewed by employees as supportive of revolutionary change; and 12 unique behaviors,...

This paper explores insights from the psychology of C.G. Jung as it relates to leadership and the management of change in organizations. It draws especially upon Jung’s archetypal interpretation of the biblical story of Job, and the relevance of this story to the modern day study of...

Jung’s discussion of archetypes and the psychodynamics of mirroring is applied to the results of a ten‐year longitudinal case study. Empirical evidence of such psychodynamics and insights into how these psychodynamics are related to the management of change are presented. Directions for...

This article presents the socio‐economic model founded and developed by the author since 1973. It focuses on the fundamental hypothesis of the socio‐economic approach to management (SEAM) and demonstrates how the model is a system‐ wide approach to change management.

In order to manage strategic demographic change in economic and labor markets, a common human resource (HR) change strategy is to increase the diversity of the workforce through hiring over time. This study examined department level consensus and valence regarding an organizational HR strategy...