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ISSN : 1229-0696
Resistance to change and the experience of individuals during change is increasingly of interest to practitioners and academics alike. In the past, much of the organizational change literature and research has focussed on the team or organizational level, and as a result, managers have tended to develop quite broad change strategies. However these high-level strategies are critical, what has not been as widely explored is the experience of individuals during times of change, with the clear purpose of supporting them in order to allow the organization to meet its change objectives. Change processes have therefore been situated in the core of organization's actions, which is why individual's psychological responses to such changes are becoming a key area of research, as well as a critical management issue. Furthermore, few have considered the combined role of personal characteristics of employee to organizational change. Recently, the literature on the psychological responses to change shows two clear perspectives. One focuses on identifying the psychological reactions to change, such as coping with change, readiness to change, openness to change, and resistance to change(Cunningham, Woodward, Shannon, Maclntosh, Lendrum, & Rosenbloom, 2002). The other addresses the influence of individual differences on psychological reactions to change(Dunham, Grube, Gardner, Cummings, and Pierce, 1989). More recently, the construct of dispositional resistance to change has been established as a key contributor to individuals' reactions to change(Oreg, 2003). In consideration of research trends, this study focuses on employee ‘dispositional resistance to change’ in relation to psychological resistance to organizational change. The concept taps individuals' inherent tendency to resist changes: while some people openly accept and adapt to changes, others show an inclination to avoid and oppose them. According to Oreg (2006), those who are dispositionally resistant to change are less likely to voluntarily initiate changes in their lives, and are more likely to form negative attitudes towards specific changes they encounter. In this study, dispositional resistance to change comprises three dimensions: routine seeking, short-term focus and, lose of control. First, routine seeking involves the extent to which individuals prefer conventional and highly predictable tasks, procedures, and environments. Second, short-term focus addresses the degree to which individuals worry about all inconveniences and discomfort that change brings about, instead of focusing on the potential benefits and comfort that it could bring in the long term. Third, Some researchers have suggested that people resist change because it often involves lose of control involved in change. The current study attempts to examine empirically individual characteristics (routine seeking, short-term focused thinking, reluctance to lose control)as antecedents that affect on those psychological resistance, and to empirically investigate how psychological resistance impacts on organizational commitment. In addition, this study empirically tests the moderating effect on the relationship between psychological resistance and organizational commitment. To collect the data for empirical analysis, 260 questionnaires were distributed for about 4 weeks to 230 employees in 12 Korean companies which were implementing organizational change, Out of the 260 questionnaires, 230 questionnaires were returned. From the 230 returned, a total of 212 were used for analysis. A summary of hypothesis test is as follows: First, a routine seeking personality is positively related to an employee's psychological resistance to organizational change. Second, short-term way of thinking is not significantly related to an employee's psychological resistance to organizational change. Third, lose of control was found to have a significant positive relationship with an employee's psychological resistance. It was found that, among factors that affect resistance, lose of control is the variable that has the most significant impact on psychological resistance to change. Fourth, psychological resistance to organizational change is negatively related to organizational commitment. Finally, there was no indirect effect of psychological resistance that is expected to influence the relationship between individual characteristics and organizational commitment.
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