A System Dynamics Model of Resistance to Organizational Change: The Role of Participatory Strategies
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Schweiger, S.
Stouten, H.J. Hendrik
Bleijenbergh, I.L. Inge
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Abstract
The literature on organizational change and resistance to change is contradictory. Some scholars find resistance a hindrance to successful change (traditional paradigm), whereas others find it a valuable source (modern paradigm). The objective of this study is to enhance our understanding of how resistance affects organizational change by providing a coherent system dynamics perspective.