Resistance to Organizational Change: The Reign and the Intellectual History

By Saima Ijaz.

Published by The Organization Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

In real life situations the unreliability of human communication and recollection can have serious social consequences. Businesses and organizations have to sometimes bear business cost due to such cumulative errors as well. In the context of academic scholarship however, varying perceptions and interpretations are regarded as the beginning of a new discourse around a concept or phenomenon. This new understanding is believed to gradually become the part of researcher’s language, which later can impact the research orientation of the researcher. This process in most cases leads the researcher to contribute towards the evolution of a phenomenon’s understanding or towards its conceptual distortion. Furthermore, the concepts and understandings usually get distorted by presenting them in isolation from their possible alternate rationalizations. This conceptual paper takes into account the issues associated with attempts to ascribe meaning to organizational phenomena. Particular attention will be given to the idea of resistance to organizational change. The paper attempts to draw upon organizational studies scholarship to follow the story of resistance to change and look for the consistencies and inconsistencies in the reporting if any.

Keywords: Definition, Organizational Change, Resistance to Change

International Journal of Knowledge, Culture and Change Management, Volume 11, Issue 6, pp.143-152. Article: Print (Spiral Bound). Article: Electronic (PDF File; 771.620KB).

Saima Ijaz

Phd scholar, College of Business (Department of Management), Massey University, Palmerston North, Manawatu, New Zealand

Saima is a PhD scholar at Massey University and has been awarded a scholarship from the Higher Education Commission of Pakistan for her Doctoral studies.


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