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Back to the basics: Challenging resistance to change theory among members of the United States space community.

机译：回到基础：美国航天界成员对变革理论的挑战。

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摘要

This study builds on the Dent and Goldberg (1999a; 1999b) theory that people do not resist change; rather, people resist loss of tangible factors, which occurs because of change. By following the operationalized justice-culture model of organizational citizenship behavior (OCB), the researcher measured levels of resistance against organizational change based on heterogeneous American ethnic and gender interpretations of justice (Ethnicity/gender → perceptions of justice → lower levels of OCB: resistance). The study used the OCB variable to measure levels of altruistic extra role behaviors, and presents resistance against loss of justice (injustice) as one factor within workplace resistance. The researcher argues that resistance against organizational injustice supports Dent and Goldberg's (1999a) theory that social and organizational resistance to change is inaccurately conceptualized. The study followed key variables within three workplace constructs: change, culture, and justice, to explore the many dimensions of organizational resistance. Within change, employee resistance during organizational change is clarified. Within the culture construct, the dimensions of American minority (ethnicity and gender) were conceptualized, and explored to challenge theories of workplace resistance. Lastly, by exploring the complexity of organizational injustice, interpretations of non-instrumental procedural justice was viewed separately from distributive and interactional (anticipatory) justice, to copiously explore the phenomenon of resistance. By addressing organizational injustice as one factor in the organizational resistance against factorial loss theory, the study opens the door for additional research into potential psychosocial factors that account for increased resistance during the organizational change process and presents resistance as a construct.
机译：这项研究基于Dent和Goldberg（1999a; 1999b）的理论，即人们不抗拒变革。相反，人们抵制因变化而发生的有形因素的损失。通过遵循组织公民行为（OCB）的可操作的正义文化模型，研究人员根据对美国正义的异质种族和性别解释（种族/性别→正义感→OCB较低水平），测量了对组织变革的抵抗程度）。这项研究使用OCB变量来衡量利他的额外角色行为的水平，并提出了抵制司法公正（不公正）的抵抗力是工作场所抵抗力中的一个因素。研究者认为，对组织不公正的抵制支持了Dent和Goldberg（1999a）的理论，即社会和组织对变革的抵制是不准确的概念。该研究遵循了三个工作场所构造中的关键变量：变革，文化和正义，以探索组织抵抗的许多方面。在变革中，明确了组织变革期间员工的抵触情绪。在文化建构中，对美国少数民族的维度（民族和性别）进行了概念化，并进行了探索，以挑战工作场所抵抗的理论。最后，通过探索组织不公义的复杂性，非工具性程序正义的解释与分布正义和互动（预期）正义分开了，以丰富地探讨抵抗现象。通过将组织不公正作为组织抵抗因果损失理论抵抗力的一个因素，这项研究为进一步研究潜在的心理社会因素打开了大门，这些潜在心理社会因素在组织变革过程中增加了抵抗力，并将抵抗力作为一种建构。

著录项

  • 作者

    Glover, Ahmad L. D., Sr.;

  • 作者单位

    Touro University International.;

  • 授予单位 Touro University International.;
  • 学科 American Studies.; Business Administration Management.; Psychology Industrial.
  • 学位 Ph.D.
  • 年度 2006
  • 页码 192 p.
  • 总页数 192
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类 贸易经济;工业心理学;
  • 关键词

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