Resisting Organizational Change
DOI:
https://doi.org/10.3991/ijac.v8i1.4432Keywords:
Change Management, Lean Operations, Actor-Network Theory, ResistanceAbstract
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.
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