| dc.description.abstract | This study examines change resistance in Indian organizations
by departing from change-agent
perspective, and focusing on the
employee interpretation o f
change. Change ‘resistors ’ were
identified based on inputs from
HR managers implementing
change, follow ing which indepth interviews were conducted
with fifty-four such employees.
The interviews were qualitatively
analyzed to understand employee
perspective. Findings revealed
that employees may not perceive
their actions as resistance and
legitimize their behavior based
on ideological reasons or their
assumption that they are behaving in long-term interests o f the
organization. Poorly framed communication can lead to negative
response towards the change,
even if employees do not find the
proposed change problematic. | en_US |
