IIARD International Institute of Academic Research and Development

IIARD International Journal of Economics and Business Management (IJEBM )

E-ISSN 2489-0065
P-ISSN 2695-186X
VOL. 10 NO. 3 2024
DOI: https://doi.org/10.56201/ijebm.v10.no3.2024.pg156.170

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Does Employees’ Resistance to Organizational Change have Positive Benefits? A Review

Aruoren, Emmanuel Ejiroghene

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Abstract

Resistance to change is known to undermine the successful implementation of any change initiative. It is therefore, very important for management to identify and address sources of resistance to change before, during and after change efforts are made. The paper begins by reviewing Lewin model, punctuated equilibrium and continuous transformation model of organizational change. This is followed by a critical examination of the various sources of resistance to change and some positive benefits of employees’ resistance to organizational change as identified in the literature. The paper concludes by offering suggestion for future studies relating to resistance of employees to change initiative.

keywords:

Organizational change; Resistance to change

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References:

Appelbaum, S. and Wohl, L. (2000). Transformation or change, Managing Service Quality,
10(5), 279–298.

Ansoff, I.H. (1990). Implanting Strategic Management, London: Prentice Hall International
Ltd.

Bemmels, B., & Reshef, Y. (1991). Manufacturing employees and technological change.
Journal of Labor Research, Springer, 12(3), 231–246.

Berger, P. & Luckmann, T. (1966). The Social Construction of Reality. New York: Anchor
Books.

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