Motstånd i förändringsarbete
(2014) FEKH49 20132Department of Business Administration
- Abstract (Swedish)
- Abstract Title: “A study of peoples reactions to an organizational change” Seminar date: 2014-01-17 Authors: Kajan Kameran, Petter Mattsson, Christopher Strömbeck Advisor: Nadja Sörgärde Key words: Organizational change, motivations, strategy, reactions, and resistance Purpose: The purpose of our essay is to examine from a critical perspective on current theories , what the reasons are why six people, who are directly affected by an organizational change do not work in terms of resistance, even though they do not consider all options regarding the change being implemented in an optimal manner. Methodology: Our exam is based on a constructionist view and we use an interpretation oriented approach to answer our question formulation. In order... (More)
- Abstract Title: “A study of peoples reactions to an organizational change” Seminar date: 2014-01-17 Authors: Kajan Kameran, Petter Mattsson, Christopher Strömbeck Advisor: Nadja Sörgärde Key words: Organizational change, motivations, strategy, reactions, and resistance Purpose: The purpose of our essay is to examine from a critical perspective on current theories , what the reasons are why six people, who are directly affected by an organizational change do not work in terms of resistance, even though they do not consider all options regarding the change being implemented in an optimal manner. Methodology: Our exam is based on a constructionist view and we use an interpretation oriented approach to answer our question formulation. In order to do so we have carried out qualitative studies using an inductive approach. We have received our research material through holding conducted semi-structured interviews. The result of these we have later analyzed by using diffrent theoretical perspectives. Theoretical perspectives: In this essay we have examined prevailing theories about organizational change, the driving forces behind these, reactions to change and resistance. The theories have then been used as tools to interpret and analyze our empirical data. Empirical foundation: Our material is based on interviews held with six people at a larger company. Three counselors and three middle managers whom all have been directly affected by the organizational change. Conclusions: Our analysis show that the reason why the respondents did not make any resistance to the change process is that each one of them wanted to stay in the company and apply for new jobs. We see that the management tools to avoid resistance during the change process has been to transform the organizational change into one long jobinterview. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/8519442
- author
- Strömbäck, Christopher LU ; Kamaran Abdullah, Kajan and Mattsson, Petter
- supervisor
- organization
- course
- FEKH49 20132
- year
- 2014
- type
- M2 - Bachelor Degree
- subject
- keywords
- Organisationsförändring
- language
- Swedish
- id
- 8519442
- date added to LUP
- 2016-01-22 14:02:16
- date last changed
- 2016-01-22 14:02:16
@misc{8519442,
abstract = {{Abstract Title: “A study of peoples reactions to an organizational change” Seminar date: 2014-01-17 Authors: Kajan Kameran, Petter Mattsson, Christopher Strömbeck Advisor: Nadja Sörgärde Key words: Organizational change, motivations, strategy, reactions, and resistance Purpose: The purpose of our essay is to examine from a critical perspective on current theories , what the reasons are why six people, who are directly affected by an organizational change do not work in terms of resistance, even though they do not consider all options regarding the change being implemented in an optimal manner. Methodology: Our exam is based on a constructionist view and we use an interpretation oriented approach to answer our question formulation. In order to do so we have carried out qualitative studies using an inductive approach. We have received our research material through holding conducted semi-structured interviews. The result of these we have later analyzed by using diffrent theoretical perspectives. Theoretical perspectives: In this essay we have examined prevailing theories about organizational change, the driving forces behind these, reactions to change and resistance. The theories have then been used as tools to interpret and analyze our empirical data. Empirical foundation: Our material is based on interviews held with six people at a larger company. Three counselors and three middle managers whom all have been directly affected by the organizational change. Conclusions: Our analysis show that the reason why the respondents did not make any resistance to the change process is that each one of them wanted to stay in the company and apply for new jobs. We see that the management tools to avoid resistance during the change process has been to transform the organizational change into one long jobinterview.}},
author = {{Strömbäck, Christopher and Kamaran Abdullah, Kajan and Mattsson, Petter}},
language = {{swe}},
note = {{Student Paper}},
title = {{Motstånd i förändringsarbete}},
year = {{2014}},
}