Advanced search

Reframing resistance to change: experience from General Motors Poland

Download
[thumbnail of IJHRM_Bourne.PDF]
Text
- Published Version
· Restricted to Repository staff only
· The Copyright of this document has not been checked yet. This may affect its availability.
Advice

Please see our End User Agreement.

It is advisable to refer to the publisher's version if you intend to cite from this work. See Guidance on citing.

Tools
Add to AnyAdd to TwitterAdd to FacebookAdd to LinkedinAdd to PinterestAdd to Email
Lists

Dobosz-Bourne, D. ORCID: https://orcid.org/0000-0002-9008-1769 and Jankowicz, D. (2006) Reframing resistance to change: experience from General Motors Poland. The International Journal of Human Resource Management, 17 (12). pp. 2021-2034. ISSN 1466-4399 doi: 10.1080/09585190600965431

Abstract/Summary

This paper describes the successful introduction of a kaizen scheme in a General Motors factory plant in Gliwice, Poland. Employee value systems changed, despite the presence of strong, pre-existing values that might have inhibited this process. These findings are drawn on to examine the concept of ‘resistance to change’ and replace it with a notion of ‘functional persistence’. Our case study illustrates how assuming this position can aid the development of new work attitudes, as opposed to constraining the old ones.

Altmetric Badge

Dimensions Badge

Item Type Article
URI https://centaur.reading.ac.uk/id/eprint/50143
Identification Number/DOI 10.1080/09585190600965431
Refereed Yes
Divisions Henley Business School > Leadership, Organisations, Behaviour and Reputation
Publisher Routledge
Download/View statistics View download statistics for this item
Deposit Details
CORE (COnnecting REpositories)

University Staff: Request a correction | Centaur Editors: Update this record