Abstract
In this article I review studies of resistance to change and advocate new research based on a reconceptualization of individual responses to change as multidimensional attitudes. A challenging question for research and practice arises: How can we balance the organizational need to foster ambivalent attitudes toward change and the individual need to minimize the potentially debilitating effects of ambivalence? I conclude by highlighting the importance of examining the evolution of employee responses to change over time and the need to understand responses to change proposals that emerge from bottom-up, egalitarian change processes.
