Resistance to change in merger of a federal institute in Brasil
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Universidade Federal de Minas Gerais
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Artigo de periódico
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Membros da banca
Resumo
This study investigates how individuals react to organizational change during a merger process by analyzing the merger of the five federal independent entities that formed the Federal Institute of the State of Minas Gerais (IFMG) in Brazil, through the perspective of their technical-administrative civil servants. Quantitative data were attained through standardized questionnaires completed by civil servants who participated in the merger. The findings from the qualitative and multiple regression analyses reveal that organizational dimensions have a greater influence than individual dimensions on individual’s reactions to organizational change. The organization’s experience with and ability to manage change defined the level of individual resistance to the merger. Although, there was concern regarding how the merger would affect social interactions at work the findings suggest that work group pressure and early decisions regarding the merger do not influence levels of individual resistance to organizational change.
Abstract
Assunto
Desenvolvimento organizacional
Palavras-chave
Merger, Resistance to change, Organizational change, Human resources administration, Public administration, Analyzing
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Endereço externo
https://medwelljournals.com/abstract/?doi=ibm.2018.370.379