Personality, context, and resistance to organizational change

被引：476
|
作者：
Oreg, S [1 ]
机构：
[1] Univ Haifa, Dept Sociol & Anthropol, IL-31905 Haifa, Israel
来源：
EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY | 2006年 / 15卷 / 01期
关键词：
D O I：
10.1080/13594320500451247
中图分类号：
B849 [应用心理学];
学科分类号：
040203 ;
摘要：
The article proposes and tests a model of resistance to organizational change. Contrary to most works on resistance, resistance was conceptualized here as a multifaceted construct. Relationships among resistance components and employees' personalities, the organizational context, and several work-related outcomes were examined. Through a study of 177 employees, both personality and context have been found to significantly associate with employees' attitudes towards a large-scale organizational change. These attitudes were, in turn, significantly associated with employees' job-satisfaction, organizational commitment, and intention to leave the organization.
引用
收藏
页码：73 / 101
页数：29
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