The objective of this thesis, is to contribute to the theoretical field of resistance to change. We set out to do this through a qualitative research, which has led us to the identification of several factors indicating resistance to change in our case organization, NCC. These factors are insecurity and doubt, frustration and despair, skepticism, and lack of dedication. The theoretical field of resistance to change, is mainly dominated by a negative view, where the resistance is represented by change recipients alone. The change agents are portrayed as driving forces for the change, who are compelled to cope with difficult employees. However, our research shows that resistance to change by no means is performed by change recipients exclusively. Resistance exists on all levels of the organization, and is represented by managers and change agents as well as change recipients. Based on this, we view resistance to change as an overall issue in the organization. Which perspective one views resistance through, will have an impact on how it affects the change process. Also, the way potential resistance is handled, will be decisive for the outcome of the process. As opposed to a negative perspective on resistance to change, this can be seen through considerations of resistance as a potentially positive addition to, and resource for, the organization.
|Educations||MSocSc in Human Resource Management, (Graduate Programme) Final Thesis|
|Number of pages||113|