Use this URL to cite or link to this record in EThOS:
Title: Re-thinking resistance to organisational change : the case of the Stoke-on-Trent potteries industry
Author: Crofts, Lee Michael
Awarding Body: Keele University
Current Institution: Keele University
Date of Award: 2012
Availability of Full Text:
Access from EThOS:
Access from Institution:
The problem of resistance to organisational change has been highlighted through the contemporary literature on change management. Endemic with change programs are the reported failure rates, which suggest an unusually high percentage of all change initiatives fail. The cited reasons for the failures abound, from systemic management failure through to direct causes such as workforce absenteeism. However, throughout the literature the catch all term of 'resistance' to change is cited as the most dominant feature of change failure. The literature however does not deal in any in-depth way with the nature of why people resist change. The position of this thesis is that the literature on change is ill equipped to conceptualise and deal with the resistance issue due to the historical development of change management as a body of knowledge. This thesis argues that viewing identity as a process (incomplete and unfinished) offers clear insights as to why people resist change. Further, viewing identity as a process allows change to be understood as interference in the identity process.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available
Keywords: JA Political science (General)