How employees resist ICT-induced organizational change? Insights from Up in the Air

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dc.authoridgugercin, utku/0000-0002-7667-6256
dc.contributor.authorGugercin, Utku
dc.date.accessioned2025-01-06T17:44:10Z
dc.date.available2025-01-06T17:44:10Z
dc.date.issued2022
dc.description.abstractPurpose The purpose of this study is to explore how change recipients emotionally resist information and communication technology (ICT)-induced organizational change in practice stage-by-stage. Design/methodology/approach Following a qualitative case study methodology, this paper integrates Kubler-Ross grief model into a hypothetical change initiative in a critically acclaimed feature film, Up in the Air. The unit of analysis is the main character, Ryan Bingham. As a change recipient, Bingham's emotional reactions are analyzed stage-by-stage. Findings The study concludes that emotional resistance to ICT-induced organizational change progresses through the five stages in line with Kubler-Ross model. Even though the focus in Kubler-Ross model is on death and dying, the stages in the model are remarkably similar to the reactions of a change recipient. It is also found that the film is an appropriate instrument to demonstrate the complicated reality and intricate details of resistance, providing abundant content for the analysis of psychological components of resistance. Practical implications The exploration of stages of emotional resistance may act as a guideline for leaders to follow throughout a change process. The study is expected to prepare the leaders for the reactions of change recipients so that they can deliver strong leadership throughout periods of change. Originality/value The originality of the study lies in the fact that it provides an opportunity to advance the understanding of the abstract concept of resistance, bridges the widely-discussed research-practice gap and analyze emotional resistance stage-by-stage by integrating Kubler-Ross model to a hypothetical change initiative.
dc.identifier.doi10.1108/LODJ-05-2021-0199
dc.identifier.endpage787
dc.identifier.issn0143-7739
dc.identifier.issn1472-5347
dc.identifier.issue5
dc.identifier.scopus2-s2.0-85131534204
dc.identifier.scopusqualityQ1
dc.identifier.startpage773
dc.identifier.urihttps://doi.org/10.1108/LODJ-05-2021-0199
dc.identifier.urihttps://hdl.handle.net/20.500.14669/2961
dc.identifier.volume43
dc.identifier.wosWOS:000805113300001
dc.identifier.wosqualityQ2
dc.indekslendigikaynakWeb of Science
dc.indekslendigikaynakScopus
dc.language.isoen
dc.publisherEmerald Group Publishing Ltd
dc.relation.ispartofLeadership & Organization Development Journal
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanı
dc.rightsinfo:eu-repo/semantics/closedAccess
dc.snmzKA_20241211
dc.subjectResistance
dc.subjectOrganizational change
dc.subjectICT-Induced change
dc.titleHow employees resist ICT-induced organizational change? Insights from Up in the Air
dc.typeArticle

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