Employee resistance to organizational change: Managerial influence tactics and leader-member exchange

被引：157

作者：

Furst, Stacie A. ^{[1
]}

Cable, Daniel M. ^{[2
]}

机构：

[1] Univ Cincinnati, Ctr Org Leadership, Cincinnati, OH 45221 USA

[2] Univ N Carolina, Kenan Flagler Business Sch, Chapel Hill, NC USA

来源：

JOURNAL OF APPLIED PSYCHOLOGY | 2008年 / 93卷 / 02期

关键词：

organizational change; influence tactics; leader-member exchange; attribution theory;

D O I：

10.1037/0021-9010.93.2.453

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

The authors explored the relationship between managerial influence tactics and employee resistance to organizational change. Using attribution theory, the authors developed a series of hypotheses concerning the effects of influence tactics on employee resistance to change and the ways in which these relationships are moderated by leader-member exchange. Results, which are based on multisource data, suggest that employee resistance reflects both the type of influence a manager uses and the strength of leader-member exchange.

引用

页码：453 / 462

页数：10

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