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Resistance to Change

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Resistance to Change
Leadership & Organization Development Journal
Emerald Article: Resistance to organizational change: the role of cognitive and affective processes Wayne H. Bovey, Andy Hede

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To cite this document: Wayne H. Bovey, Andy Hede, (2001),"Resistance to organizational change: the role of cognitive and affective processes", Leadership & Organization Development Journal, Vol. 22 Iss: 8 pp. 372 - 382 Permanent link to this document: http://dx.doi.org/10.1108/01437730110410099 Downloaded on: 12-04-2012 References: This document contains references to 45 other documents Citations: This document has been cited by 7 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 7525 times.

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Resistance to organizational change: the role of cognitive and affective processes

Wayne H. Bovey Bovey Management


Citations: Introduction Organizational change causes individuals to experience a reaction process (Kyle, 1993) Operationalizing affect Affective processes are usually operationalized as emotions and feelings that are related to actions (Wrightsman and Sanford, 1975)
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