Journal
ACADEMY OF MANAGEMENT REVIEW
Volume 33, Issue 2, Pages 362-377Publisher
ACAD MANAGEMENT
DOI: 10.5465/AMR.2008.31193235
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Prevailing views of resistance to change tell a one-sided story that favors change agents by proposing that resistance is an irrational and dysfunctional reaction located over there in change recipients. We tell the rest of the story by proposing that change agents contribute to the occurrence of resistance through their own actions and inactions and that resistance can be a resource for change. We conclude by proposing how resistance might be restructured.
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