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Dynamic industrial development requires many organizations to have the right competitive business strategy. Indonesianstartups are no exception. Startups must think about ways to develop their human resources. In addition, becausestartups are companies that have just grown, startup owners need to build trust in their members to achieve what isplanned according to the company’s targets. This study will examine the role of trust in management on work engagementamong startup employees in Indonesia, focusing on mediating change resistance. The participants actively involved inthis study were 100 start-up members at the staff to middle manager level and were selected based on a purposivesampling technique. The instruments used are the change resistance scale, the trust in management scale, and thework engagement scale. The PLS-SEM method test results found a significant positive role for trust in management onwork engagement; trust in management affects change resistance, and change resistance affects work engagement.This means that trust in management can further strengthen its role in increasing work engagement if it is mediated bychange resistance.

Dynamic industrial development requires many organizations to have the right competitive business strategy. Indonesian startups are no exception. Startups must think about ways to develop their human resources. In addition, because startups are companies that have just grown, startup owners need to build trust in their members to achieve what is planned according to the company's targets. This study will examine the role of trust in management on work engagement among startup employees in Indonesia, focusing on mediating change resistance. The participants actively involved in this study were 100 start-up members at the staff to middle manager level and were selected based on a purposive sampling technique. The instruments used are the change resistance scale, the trust in management scale, and the work engagement scale. The PLS-SEM method test results found a significant positive role for trust in management on work engagement; trust in management affects change resistance, and change resistance affects work engagement. This means that trust in management can further strengthen its role in increasing work engagement if it is mediated by change resistance. [ABSTRACT FROM AUTHOR]

This research paper is a practical case-oriented; it emphasizes on the importance of the innovation in strengthening the organizations' performance by making them more resilient. Conducting an innovative process is always hit by resistances that must be controlled and overcome. In fact, to make this study applicable, a case study was performed on an Algerian organization. Algerian Seaport Enterprise was chosen based on the objectives of the study as company moved from ISO 9001/2008 to ISO 9001/2015. A qualitative approach was used to perform this study which basically relies on the observation and the internal audit sheets, and reinforced by series of interviews with experts are involved in the change process. The results of this study show that the organizations' resilience can be enhanced during the innovative process by overcoming the resistances. As result, a useful taxonomy of resistance is built accordingly to change known forms in this context. A new form of innovation is built to enhance the organizations' resilience by proposing an anticipation strategy that overcomes the resistance in order to change the forms. The dichotomic classical approach (change/resistance) can be avoided by introducing the resilience concept as a new element to assess the resistance. [ABSTRACT FROM AUTHOR]

The purpose of this study was to assess the contribution of mid and lower-level academic leaders in bringing about change readiness in the university. To this end, 180 academic staff were sampled from the five colleges and one institute using a stratified random sampling method. Data were collected using a modified form of the organizational change recipients' beliefs scale and an adapted change attitude assessment scale. The collected data were analyzed using descriptive and inferential statistics using simple linear regression. The analysis of the collected data revealed that change readiness in the university is low and met usually with resistance from the academic staff of the university. Moreover, the relationship between change leadership and change readiness of the academic staff of the university revealed that there is a significant relationship between change leadership and change readiness of the academic staff of the university. Accordingly, the regression coefficient between change leadership and discrepancy, principal support, valence, efficacy, and appropriateness of the change effort was found to be.464,.212,.444,.347, and.202, respectively. Thus, it was recommended that the mid and lower-level leadership of the university as a whole need to work toward improving the change readiness perception of the academic staff of the university. It should also show commitment to the smooth implementation of change tools being implemented in the university and provide adequate material, psychological, training, and other forms of support needed for smooth implementation of change in the universities. [ABSTRACT FROM AUTHOR]

Background and purpose: Organizational changes are increasingly rapid and continuous in health care as organizations strive to meet multiple external pressures. Much change in health care fails and nurse resistance is commonly blamed for such failure. Nurse resistance to organizational change is often described as overt behaviours and are deemed destructive to the change process. Much of the literature describing organizational change comes from the perspectives of administrators, there is little known about nurses' experiences of organizational change. The purpose of this inquiry was to explore the nature of frontline nurses' experiences of rapid and continuous change. Methods: A qualitative critical hermeneutic design was applied. 14 Registered Nurses participated in face-to-face interviews. Open-ended questions were used. The setting was an urban pediatric teaching hospital located in Canada. Research ethics board approval was obtained as required. Member reflections ensured accurate portrayals of participant's experiences. Results: The findings from this study suggest that acts of resistance to change are not overt, but rather covert behaviors in micro-ethical moments. Nurses engaged in resistance as means to provide morally authentic care at the bedside. These acts were utilized to take back power over their practice amidst feelings of powerlessness, however, paradoxically, when participants described the concept of power, they understood it solely in the context of feeling powerless within the planning, implementation and evaluation of organizational change initiatives. Nurses engagement with resistant behaviours in the context of organizational change demonstrated ethical action and political agency that enabled morally authentic nursing practice. Implications for practice: The findings from this study offer new understandings of a well-established concept in nursing and can be used when considering the ethical dimensions of nursing work amidst rapidly changing health care institutions. [ABSTRACT FROM AUTHOR]

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We examined the malleability of two frequently-cited attitudes toward change and their relationship with transformational leadership using a repeated measures design for two time points separated by six to eight months in two organizations (N = 165). Readiness for a specific change (state-readiness) together with generalized resistance to change (trait-resistance) were measured. State-readiness showed a significant correlation between time points (r =.50) and a significant increase over time. In contrast, trait-resistance did not show a significant change over time but did show a significant correlation between time points (r =.62). Transformational leadership was correlated with state-readiness at both Time 1 (r =.46) and Time 2 (r =.47) but was not correlated with trait-resistance at either time point. A hierarchical regression revealed that the variables for organization, state-readiness at Time 1, trait-resistance at Time 2, and transformational leadership at Time 2 additively explained 46.5% of variance in state-readiness at Time 2. The results are discussed with respect to their implications for change management theories. MAD statement Leaders are thought to play a key role in influencing employees to implement an organizational change. Less is known whether leaders, who use transformational behaviours, will have a short-term and/or longer lasting influence on employee attitudes toward change. A survey of employees at two time points several months apart revealed that transformational leadership had a significant concurrent, but not lasting, association with attitudes toward a specific change. Consequently, sizeable initial leadership efforts to shape employee attitudes that are not sustained may be wasted. However, these results also mean that mistakes in leadership at the start of a change may be correctable over the course of implementation. [ABSTRACT FROM AUTHOR]

After the Revolutionary war, agrarian capitalism expanded throughout the Southeastern sector of North America, including the Appalachian Mountains where the Cherokees resided. Between 1800-1838, the Cherokees constructed a centralized government based on dispersed farming and patrilineal families. Because of their outward quiescence toward the white ”civilization program,” the Cherokees have been described by many scholars as the most acculturated of the Southeastern Indian nations. However, the Cherokee cultural transformation was neither as homogeneous nor as pervasive as previously thought.Historically, agrarian capitalism (a) has shifted control of households, land, and the means of production to men; (b) has triggered public policies that disempower women; and (c) has engendered a new ”cult of domesticity’’ to rationalize the inequitable treatment of wives. Using archival sources and statistical analysis of 1809-1835 censuses, this article will investigate how those three historical processes impacted post-Revolutionary Cherokee women. Moreover, this research will examine the strategies through which Cherokee women resisted the cultural, economic and political changes that threatened their matrilineal powers and rights.

This article has as the primary objective discussing the cultural roadblocks faced as part of the process of introducing a new method in a traditional educational institution, as well as showing the preliminary results of that effort, besides proposing some ideas of breaking the resistances. It also emphasizes the difficult to break the institutional mental model of producing only academic theoretical works as a way of achieving goals, no matter the quality of new knowledge and expertise created. The first results showed that 30% of the professors are "risking" themselves on the new method. The students involved – almost 400 – seem to be a little more confident, choosing the new rather than the "traditional". It appears that they foresee much more opportunities than the professors do. The preliminary results show that some new steps are required. If the resistances are deeply understood, they maybe can be diminished and broken. Another important point to be emphasized is that being in strict contact with the market would help them to develop their classes, enriching with updated and local examples.

It has been confirmed that the organizations have faced various changes and challenges generated in the market, which have originated a new focus of study focused on people to execute the processes, emphasizing the creation of work methodologies that support the efforts of the employees to generate the changes, in such a way that the organizations can become global, flexible, productive, in addition to generate strategies oriented to the employee and the strategy to the client. In this sense, it is necessary to apply methods or techniques that allow optimizing the development of prod-uction processes, as well as the administration of organizations, by virtue of improving work activities and production processes. In this context, for the execution of organizational processes, a human talent is required that is committed and identified with the culture of the company, which is why the role played by the individual within any organization is highlighted. generate attitudes that promote communication, as a promoter of the functioning of the activities inherent to organizational change. The main of this research was to determine the relationship between the quality of the communication and the attitude of the employees towards processes of organizational chang. This objetive is proposed because some organizations treat all the changes as nonplanned change; that involves organizational change product of proactive and purposeful activities; inside in the business environment the human being define the attitudes as a process in which more is obtained than expected; adjusting the work, the objectives, purposes and goals established in the company. In this context, the organizational success or failure is caused by the employees do at the organization, the attitudes that they assume, the planned change that employees propose, also how they deal with the individuals and groups behavior. According to what has been said, make this research in relevant because it contributes to the scientific knowledge in the organizational change area. The study was carried out under an experimental design applying the resistance to change scale of Oreg (2006) in a sample collected online (n = 174) and composed of two random groups. To carry out this research, it was necessary to establish the sample criterion: we worked from an integrated sample with a total of 174 people, which were randomly selected, through social networks and the virtual campus of a distance university in Germany. The stratification of the sample was made up of women (53%) and men (47%), employees with ages mainly between 21 and 40 years of age (60%), between 40 and 60 years of age (36%) and others (4%). Regarding the level of education, we found that 70% of the participants had a bachelor's degree, 26% had a university degree and 4% others. The majority of the participants (68%) had a time of belonging to the company from 1 to 5 years and 32% had more than 10 years. In this research, a scale was used that differentiates three dimensions of resistance to change (affective, cognitive and behavioral). To investigate the possible links between the quality of the arguments (strong or weak) and the three dimensions of resistance to change, a Student's t test was carried out for each of the dimensions. Because multiple comparisons were made, the likelihood of committing type I error increased. In order to adjust the statistical results, the Bonferroni correction was applied (Bühner & Ziegler, 2009). The results confirm that the group of participants exposed to a communication with high quality arguments showed less resistance to organizational change than the group of participants exposed to a communication with low quality arguments. Finally, the importance of the findings for future research and practical implications for the management of organizational changes are discussed. [ABSTRACT FROM AUTHOR]

After 40 years under one manager, the Circulation Department at the Richard J. Daley Library was long past due for a change. The challenge of reorganizing included interesting and interrelated aspects: changes to workflows and assignments, moving staff and functions inside the department and across departments, and a deep dive into the culture to which staff had become habituated. Managers eliminated redundancies and increased services, effectiveness, productivity, and joy. This case study is a testament to how successful change happens with patience, respect, and a willingness to be flexible. [ABSTRACT FROM AUTHOR]

An implicit assumption in most works on change recipient reactions is that employees are self-centred and driven by a utilitarian perspective. According to large parts of the organizational change literature, employees’ reactions to organizational change are mainly driven by observations around the question ‘what will happen to me?’ We analysed change recipients’ reactions to 26 large-scale planned change projects in a policing context on the basis of 23 in-depth interviews. Our data show that change recipients drew on observations with three foci (me, colleagues and organization) to assess change, making sense of change as multidimensional and mostly ambivalent in nature. In their assessment of organizational change, recipients care not only about their own personal outcomes, but go beyond self-interested concerns to show a genuine interest in the impact of change on their colleagues and organization. Meaningful engagement of employees in organizational change processes requires recognizing that reactions are not simply ‘all about me’. We add to the organizational change literature by introducing a behavioural ethics perspective on change recipients’ reactions highlighting an ethical orientation where moral motives that trigger change reactions get more attention than is common in the change management literature. Beyond the specifics of our study, we argue that the genuine concern of change recipients for the wellbeing of others, and the impact of the organizations’ activities on internal and external stakeholders, needs to be considered more systematically in research on organizational change. [ABSTRACT FROM AUTHOR]

The study of change is a major concern at present in all fields of science. Traditionally, in philosophy and socio-human sciences, the concept of change was approached as opposed to that of stability, with intense debates about the desirability and importance of order and stability vs. the unpredictability of change. While in classical approaches to organizational change the conceptions that favoured order, stability, and routine prevailed, modern approaches recognize the decisive role of accepting change for the development and progress of organizations. In the field of organization development and organizational becoming nowadays strategies are sought and devised in order to align the organizations not only with their rapid inner changing, but also with the external multiple, complex, and dynamic environments. Starting from an outline of the factors of change and of the term of change as it has been conceptualized in sociology, the present paper aims to delineate a general framework for addressing organizational change. In this regard, after discussing the relationship between organizational change and the social and economic environment and delineating the main areas and agents of change in an organization, the various types of change in the organization and the models of their approach are addressed. Furthermore, since the resistance to change is a common and omnipresent human and social phenomenon, including at the level of groups and organizations, the paper approaches also the causes and manifestations of change resistance, as well as the possible measures for combating this phenomenon, in situations where the change is beneficial and necessary. [ABSTRACT FROM AUTHOR]

The aim of this paper is to explore the impact of information technology (IT) on organization including all elements that are integral part of organizational design through Star Model (Kates and Galbraith, 2007), and to show that IT has become an important strategic resource that provides a concentration of all relevant information for quality decision-making and integration of complex organization with the concept of “Big Data” (Manyika et al, 2011). In order to achieve the aim, research was performed in organization in the health sector which affects the quality of life and standard of living. TheIT impact on organizational design and through him on organizational effectiveness in the health care is visible and provide insight into the implications of information technology and opportunities for reasoning about matters that are the subject of research: whether and how information technology causes changes in the design of the organization; whether it affects all elements of design equally; on which elements has the most intense impact and why; whether and why employees and users of health services exhibit resistance to information technology; under what conditions can be reduced or completely eliminated the resistance of employees and users of health services?

Change is a complex and difficult process, and - furthermore- it is inevitable. Managing change at a personal and organizational level requires new thinking, new patterns of change and new frameworks, and also tools that allow for a smooth, problem free implementation of the desired change. For a group or organization to change, all individuals in that group must change. Change happens at an individual level. The secret of successful change has its roots in something much simpler: how to facilitate change with only one person. To make changes in organizations, we must first understand how to produce individual change. It is important for the manager to understand all the factors at stake during a change initiative and their effect on the success of the change. The manager's ability to lead employees to change is the decisive factor in rapidly and completely adopting a change. [ABSTRACT FROM AUTHOR]

The paper focuses on the very important atopic of organizational transition and change resistance. It is divided in four parts. The first part deals with transition inevitability and its content in the change process. The second part of the paper refers to the change resistance. After a short presentation of a recent approach of this topic, elaborated by Rick Maurer, the authors present their point of view, identifying 14 main causes refering to the main factors involved in the organizational transition. In the third part, authors have formulated a set of key elements which should be taken into consideration in order to achieve a rapid and succesful organizational changes. These key elements are valable for any type of organization – entreprise, institution, locality, region, country a.s.a. The last part of the study deals with conflicts approach, which appear almost always during organizational transition. The conflicts are separated in three categories and for whom are presented the methodes recommended in order to solve them with good results.

The subject of the paper is the change resistance and dealing with it. In term of globalization, the environment is changeable and the companies must answer to these changes with changes inside them. The employees at the beginning of the each change, resist the new condition and changes. Because of that it is very important to learn how to deal with this. At the beginning of the paper the barriers of changes are presented. The types of sources of change resistance are analyzed. The characteristics of individual and organizational sources of change resistance should be taken in consideration. After that, the frame for overcoming the resistance to change is explored. From many different strategies, six strategies for overcoming the barriers of changes are specially analyzed: aligning with needs and costumer goals, communication and training, participation and inclusion, threats and coercion, creating change teams and creating of idea champion. The aim of this paper is to show the great importance of learning how to overcome change resistance and easier accept and adapt to the changes. With faster adjustment to the new challenges, the companies will be more competitive and will save needed energy. In order to achieve the aim of the research, the methods of induction, deduction, synthesis of systematic analyses, comparison, as well as combination of qualitative and quantitative analyses of the results have been used. [ABSTRACT FROM AUTHOR]

This paper addresses the main causes and consequences of the current immigrant's crisis form the psychosocial view. Based on the idea that refugees will settle, fi nally, in European countries, the author considers that addressing the psychological dimensions of the multiculturalism is useful for a better understanding of a current crisis. [ABSTRACT FROM AUTHOR]