Accessibility navigation


Reframing resistance to change: experience from General Motors Poland

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

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

97kB

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

To link to this item 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.

Item Type:Article
Refereed:Yes
Divisions:Henley Business School > Leadership, Organisations and Behaviour
ID Code:50143
Publisher:Routledge

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

Page navigation