Validación de una escala de actitudes hacia el cambio organizacional

  1. Ros García, María
  2. Neiva, Elaine Rabelo
  3. Paz, Maria das Graças Torres da
Journal:
Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology

ISSN: 1576-5962

Year of publication: 2004

Volume: 20

Issue: 1

Pages: 9-30

Type: Article

DIALNET GOOGLE SCHOLAR lock_openOpen access editor

More publications in: Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology

Abstract

Individual attitudes toward organizational change seem to be one of the most pervasive factors in individual resistance to change processes. This resistance to change in its turn seems to account for failure in these change processes. This study aims at building and validating a scale of attitudes toward organizational change by surveying attitudes of 409 workers from two Brazilian organizations. An exploratory factor analysis with promax rotation was performed on the items of the 50 attitudes scale. These analyses were replicated within each of the two organizations samples. A confirmatory factor analysis was also performed through AMOS on the same scale, showing good validity and reliability indexes. Results are very similar for both organizations, emerging attitudes of acceptance and fear toward change with similar strength. Attitudes of cynicism towards organizational change are not so strong. Additional cluster analyses revealed some patterns of conflicting and consistent attitudes towards change. The role of these paterns in organizational change is further discussed

Bibliographic References

  • Ajzen, I. e Madden, T. J. (1986). Prediction of goal directed behavior: Attitude intentions, and perceived behavior control. Journal of Experimental Social Psychology, 22, 453-474.
  • Amenarkis, A.A.; Buckley, M.R. y Bedeian, A.G. (1999). Organizational change: a review of theory and research in the 1990s. Journal of Management, 25 (3), 293-315.
  • Bartunek, J. M.; Greenberg, D. N. y Davidson, B. (1999). Consistent and inconsistent impacts of a teacher-led empowerment initiative in a federation of schools. The Journal of Applied Behavioral Science, 35 (4), 457-478.
  • Bovey, W. H. y Hede, A. (2001). Resistance to organizational change: the role of cognitive and affective processes. Leadership y Organization Development Journal, 22 (8), 372-382.
  • Damanpour, F. (1991). Organizational innovation: a meta-analysis of effects of determinants and moderators. Academy of Management Journal. 34 (3), 555-590.
  • George, J. M. y Jones, G.R. (2001). Towards a process model of individual change in organization. Human Relations, 54(4), 419-444.
  • Gupta, A. K. y Govindajaran, V. (1984). Business unit strategy, managerial characteristics and business unit effectiveness at strategy implementation. Academy of Management Journal, 27, 25-41.
  • Hambrick, D. C. y Finkelstein, S. (1987). Managerial discretion: a bridge between polar views of organizational outcomes. In: L. L. Cummings y B. M. Staw (eds.), Research in Organizational Behavior (vol. 9, pp. 369-406). Greenwich, C. T.: JAI Press.
  • Lau, C.M. y Woodman, R. (1995). Understanding organizational change: a schematic perspective. Academy of Management Journal, 38(2), 537-554.
  • Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25 (4), 783-794.
  • Schiemann, W. (1995). Understanding change resistance. In. N. Russel Jones (ED.), The managing change pocketbook. Hants, U:K: Management Pocketbooks. Ltd.
  • Valley, K. L. y Thompson, T. A. (1998). Sticky Ties and Bad Attitudes. In: Kramer, R.M. y Neagle, M. A. Power and Influence in organizations. London: Sage Publications. (39-66).
Data source: Dialnet