A Grounded Theory for Resistance to Change in a Small Organization
Year: 2002
Type: preprint
Abstract: The processes that generate resistance to change within a small organization are investigated.An ethnographic field study was conducted on a small manufacturing firm in Italy, which was the basis for a grounded theory of resistance to change. Change is interpreted in terms of interdependence between the characteristics of the economic environment and of the industry, the dispositions of individuals, and the patterning of their actions within the social network. The field study data included interviews, observations, and study of documents and focuses on the economic and industrial environment and the firm's performance, the firm members' fear of switching organizations, irreplaceability on the basis of technical skill, propensity to delegate, cooperation among firm members, and shared learning. A model was developed that represents the processes that hinder change in the firm studied. The analysis found that organizational inertia was driven by a reinforcing process of employees' search for irreplaceability based on technical skills, low propensity to delegate, low cooperation, high standardization of coordination, absence of shared learning, and fear of changing firms. The conclusions contradict the assumption that innovativeness and flexibility are attributes of small size rather than of the complex relationships between economic environment, industry, and organizational features.(TNM)
Source: SSRN Electronic Journal
Institutions: University of Bologna, University of Modena and Reggio Emilia
Language: English
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W3123773165