1. – Indian Institute Of Management Ahmedabad, Gujarat, India.
| Received
24-Aug-2017 |
Accepted
- |
Published
24-Aug-2017 |
Abstract
This study examines change resistance
in Indian organizations
by departing from change-agent
perspective, and focusing on the
employee interpretation of
change. Change resistors were
identified based on inputs from
HR managers implementing
change, following which indepth
interviews were conducted
with fifty-four such employees.
The interviews were qualitatively
analyzed to understand employee
perspective. Findings revealed
that employees may not perceive
their actions as resistance and
legitimize their behavior based
on ideological reasons or their
assumption that they are behaving
in long-term interests of the
organization. Poorly framed communication
can lead to negative
response towards the change,
even if employees do not find the
proposed change problematic.
Locked
Subscribed
Open Access
Open Access