Antecedentes de la resistencia al cambio factores individuales y contextuales

Abstract

This paper deepens and expands the study of the factors determining resistance to change in employees. It includes new personality-related and structural contextual antecedents that, alongside variables related to the management of the change process and its consequences, allow the authors to contribute new evidence. The empirical analysis uses a sample of 143 employees from 7 organisations, and the results confirm the influence of cultural values, involvement in the change, perceived outcomes, and self-esteem on resistance behaviours. Theoretical conclusions associated with the potential of organisation-based self-esteem to moderate the effect of cultural values on employees' resistance to change, and practical applications for organisation managers, are offered.