Keywords: Organisational Change, acceptance of change, resistance to change, locus of control
A wide range of previous studies around acceptance of change and resistance to change have found that individual and collective attitudes towards change are, as would be expected, significant predictors of positive engagement in change.
Many of the studies that have looked at resistance to change have, in one way or another, also examined attitudes towards change and the acceptance of change as significant factors involved in whether an individual or group will either resist or engage with change. Further, it is now largely accepted that individual factors such as intolerance to uncertainty, a sense of control, emotion regulation, emotional intelligence and cognitive perception (perceiving the need for change, alliance with or a lack of alignment with the organisation or individual leaders, a sense of allegiance) and other factors, for example, are inherently implicated in whether an individual will resist or engage with change in general, and organisational change in particular.
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