ISSN : 1229-0696
The purpose of this study was to investigate the effects of team monitoring, team backup behavior, and transformational leadership in the relationship between resistance to change and continuous learning activity in the team context. Using a survey research method, the data were collected from 175 employees in 38 teams of different organizations. Those participants have experienced organizational change during recent 1 year. This study identified the cross-level effect: both the team level and individual level. Individual's resistance to change negatively influenced the continuous learning activity The more team members had resistance to change attitudes, the less did the continuous learning activity at individual level. At team level, the cross-level direct effect of team monitoring and team backup on the relation between individual resistance to change attitude and the continuous learning was found. The cross-level moderating effect of the team backup behavior on the relationship between individual resistance to change attitude and the continuous learning at the individual level was found, but this effect was marginally significant. At team level, the cross-level direct effect of the transformational leadership on the resistance to change was not found. Finally, theoretical and practical implications, and limitations of the research were discussed.
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