Resistance to change forms and effects in Greater Western Sydney : a multidimensional approach

Abstract

Researchers have postulated that the original studies of resistance to change (RTC) were surrounded by concepts of systems and group activities rather than being a pure individual response (Burnes 2004; Dent & Goldberg 1999; Patalano 2011). RTC has been investigated from an individual perspective where feelings, frustrations and motivational decrease are possible. RTC in this model has management as the controller, being responsible for any deficiency that eventuates in a suboptimal change outcome (Coch & French Jr 1948; Patalano 2011). The increase of changing environments, market tension, combined with financial and technological change has resulted in more interest in RTC (Giangreco & Peccei 2005; Kanter, Stein & Jick 1992; King & Anderson 1995; Kotter & Schlesinger 1979; Pardo del Val & Martinex Feuntes 2003). Whilst resistance to technological change can be substantial (Bruckman 2008), appreciation of organisational change is essential (Burnes 2015), resulting in conflict and insecurity (Amos et al. 2011). The pace of change may have increased even to a speed that people may not be able to cope (Bruckman 2008; Toffler 1970). There are now calls to investigate RTC in a multidimensional way as organisational systems, behaviour and the psychology of change maybe interwoven (Deetz 2008). Removing the management construct and replacing it with a multidimensional framework is considered important, where the single factor approach is holding back the understanding of change (Dawson 2007; Herold, Fedor & Caldwell 2007; Pettigrew et al. 2003). The research to date has investigated resistance factors singularly, where there is now theory indicating that the RTC factors may co-exist and interrelate. In recognition of a gap regarding multidimensional research in to RTC, in the Literature Review, this research has sought to determine if multiple forms of RTC co-exist and interrelate. In difference to the past positivist research and as a compliment to the research question, this research was conducted a pragmatic paradigm in a mixed method. The first phase of this research entailed semi structured interviews of 25 senior change managers, where interview questions were based on RTC forms identified in the Literature Review. Despite not being statistically significant, the interview data appeared to support RTC forms co-existing (Donald 2014). The second phase of this research was in the form of a survey, involving participants with experience in large Western Sydney organisations of a variety of industries. The survey achieved good internal reliability scores and discriminant scores, the data was explored in an Exploratory and a Confirmatory factor analysis, forming a valid exploratory model. The triangulation of the 2 research phases with the Literature Review has resulted in the conclusion that RTC factors co-exist and are interrelated. There is indicative data in this research to confirm, with qualification, that multiple RTC forms may be multidimensional, aligning with gaps identified in the Literature Review. The most significant interrelated RTC factors detected in this research were Management, Leadership and Workload factors. RTC has historically been treated as negative and to be avoided, yet this research confirms past research where RTC may range from the positive to the negative (Lines 2005). The Leadership factor of this research indicates that it is more diverse than merely that of Communication, where Trust, Stakeholder Engagement and Politics may be key elements of Leadership. RTC is commonly understood to be a negative effect on organisational change, where the Literature and now this research indicate that it may occur in the positive as well as the negative. There appears to be little evidence in this research data to suggest specific planning and strategy for RTC. As change managers develop an appreciation of the multidimensional nature of RTC they may need to consider specific RTC mitigation steps. These research findings are qualified based on the interview and survey sample sizes, where future research may be required to increase the significance of the findings. This second research question was to determine if there was a link between RTC and the effects of quality, cost and time. The research has failed to find any additional RTC effects, where it appears that change managers lack the necessary information on Time and Cost. Quality is an effect that has been previously researched, where that effect is somewhat suggested rather than confirmed in this study. The lack of knowledge on change effect by those responsible for change was surprising, so may form an important area for future research. The research survey has the potential to develop into a tool for the assessment of organisational change, where other exploratory or confirmatory models are possible. If the survey is used across organisations, across industries or longitudinally there is potential for increased information on RTC. Comparative information across industries may assist the change manager in developing improved change implementation methods. There is also potential to extend the number of survey factors beyond those identified in this research.

Date of Award	2017
Original language	English