Resisting Organizational Change

Authors

  • Gunnar Andersson Østfold University College Høgskolen i Østfold Postboks 700 1757 Halden

DOI:

https://doi.org/10.3991/ijac.v8i1.4432

Keywords:

Change Management, Lean Operations, Actor-Network Theory, Resistance

Abstract


We are continuously reminded of how change induces controversy and resistance, regardless of support. We repeatedly experience resistance in difficulties of implementation, little progress, and poor results, rather than increased productivity as anticipated. In a detailed account of how change plays out, a mosaic of what resistance looks like emerges. The picture is both familiar and absolutely concrete, and challenges the structural assumptions and dichotomies on support and resistance in an organization. The findings invite technologies, people, actions, practices and materiality to the discussions on support and resistance.

Author Biography

Gunnar Andersson, Østfold University College Høgskolen i Østfold Postboks 700 1757 Halden

Faculty of engineering, PhD

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Published

2015-03-09

How to Cite

Andersson, G. (2015). Resisting Organizational Change. International Journal of Advanced Corporate Learning (iJAC), 8(1), pp. 48–51. https://doi.org/10.3991/ijac.v8i1.4432

Issue

Section

Short Papers