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Abstract Prevailing views of resistance to change tell a one-sided story that favors change agents by proposing that resistance is an irrational and dysfunctional reaction located "over there" in change recipients. We tell the rest of the story by proposing that change agents contribute to the occurrence of resistance through their own actions and inactions and that resistance can be a resource for change. We conclude by proposing how resistance might be restructured. Journal Information The Academy of Management Review, now in its 26th year, is the most cited of management references. AMR ranks as one of the most influential business journals, publishing academically rigorous, conceptual papers that advance the science and practice of management. AMR is a theory development journal for management and organization scholars around the world. AMR publishes novel, insightful and carefully crafted conceptual articles that challenge conventional wisdom concerning all aspects of organizations and their role in society. The journal is open to a variety of perspectives, including those that seek to improve the effectiveness of, as well as those critical of, management and organizations. Each manuscript published in AMR must provide new theoretical insights that can advance our understanding of management and organizations. Most articles include a review of relevant literature as well. AMR is published four times a year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection.
This is a preview. Log in to get access Abstract Questionnaire data collected from 91 varied well-known social-change agents were organized into a framework called the change agent's general change model. This model included their values about change, how they conceptualized means of effecting change, the techniques they used to carry out change, their personal characteristics and their descriptions of their work. A four-category scheme of types of change agents best accounted for differences in the variables being studied: (1) outside pressure, (2) people change technology, (3) organization development, and (4) analysis for the top. Data are analyzed comparing the degree to which their general change models were congruent along two dimensions: (1) the congruence of values and actions and (2) the congruence of cognitions and actions. It was found that the outside pressure type was most congruent along both dimensions, while the people change technology type was moderately congruent along both dimensions. The analysis for the top type was congruent on the value/action dimension and incongruent on the cognition/action dimension. The organization development type was incongruent on the value/action dimension and congruent on the cognition/action dimension. Journal Information Founded in 1956 by James Thompson, the Administrative Science Quarterly is a peer-reviewed, interdisciplinary journal publishing theoretical and empirical work that advances the study of organizational behavior and theory. ASQ publishes articles that contribute to organization theory from a number of disciplines, including organizational behavior and theory, sociology, psychology and social psychology, strategic management, economics, public administration, and industrial relations. ASQ publishes both qualitative and quantitative work, as well as purely theoretical papers. Theoretical perspectives and topics in ASQ range from micro to macro, from lab experiments in psychology to work on nation-states. An occasional feature is the "ASQ Forum," an essay on a special topic with invited commentaries. Thoughtful reviews of books relevant to organization studies and management theory are a regular feature. Special issues have explored qualitative methods, organizational culture, the utilization of organizational research, the distribution of rewards in organizations, and critical perspectives on organizational control. Publisher Information Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company’s continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com Which role of the change agent is defined as advocating for a particular approach or perspective?Change Agent: Mobilizing. Advocating for a particular approach or perspective.
Which systems theory model of organizational behavior and change discusses the concepts of unfreezing moving and refreezing?The Kurt Lewin's model (unfreezing, changing and refreezing) is widely accepted in psychology for implementing change. The implementation of change involves the current state of organization have to be changed into a desired state, but this will not occur quickly but simultaneously.
Why might external change agents be preferred by employees?They might also possess more skills, technical knowledge and competence as they are in a habit of being independent players. External change managers usually come from a specialised consultancy firm, which allow them to have access to a broader platform to gain knowledge more easily.
Which system theory model explains that to embrace something new something else must be left behind?Lewin's is an easily grasped description of change that has been widely adopted by managers and practitioners. It explains that to embrace something new, some- thing else must be left behind.
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What is the role of a change agent, as implied by the social construction perspective?
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