Resistance to Change : A Constructive Approach for Managing Resistant Behaviors

Abstract: This study aims to understand, describe, and analyze the factors that lead employees resist organizational change efforts. More specifically, by locating various types of roots and symptoms of resistance, we have developed a framework which managers or individuals, who plan to initiate a change program, can use to manage resistance and to benefit, if exist, from the constructive value of resistant behaviors of employees. Findings are drawn from the reinterpretation of two case studies which were conducted on the area. While the first one involves introduction of activity-based costing system in a Portuguese telecommunications company, second one analyzes implementation of a new management program, called BATON, in a university funded research organization. By relying on these case studies, existing models and concepts related to resistance were tested, reinterpreted and an alternative framework to manage resistance is developed. As a result of the study, it is found that despite the amount of theoretical concepts and tools, there is still an important deficiency in terms of resistance management, and managers usually tend to employ pre-set methods to overcome resistance in change management. Findings of the thesis provide those who plan to start and implement change programs with a comprehensive framework to locate, understand and analyze resistance and to take appropriate managerial actions in organizational change efforts.