Organizational Culture and Overcoming Resistance to Change Report

This report provides a comprehensive literature review on organizational change management, focusing on the critical aspects of organizational culture and strategies for overcoming resistance to change. It begins by defining organizational culture and its impact on performance, highlighting the importance of adapting to technological advancements, market pressures, and societal changes. The report then delves into various research studies that explore different facets of change management, including the role of leadership, employee satisfaction, innovation, and the impact of resistance on creativity and performance. Key studies by Lozano (2013), Hon, Bloom, and Crant (2014), Battilana and Casciaro (2013), Jacobs, Witteloostuijn, and Christe-Zeyse (2013), Hogan and Coote (2014), Mills (2017), Azanza, Moriano, and Molero (2013), and Courpasson, Dany, and Clegg (2012) are analyzed, offering insights into how organizations can foster a culture that embraces change, promote innovation, and mitigate resistance. The report concludes by emphasizing the significance of understanding and managing organizational culture to enhance employee productivity and ensure successful change implementation.

Running head: ORGANIZATIONAL CHANGE MANAGEMENT
Organizational culture and responses to overcoming resistance to change
Name of the Student
Name of the University
Author Note

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Organizational culture comprises an organization's assumptions, experiences,
thoughts, and values that grasp it jointly, and is conveyed in its self-esteem, internal
workings, companionship with the external world and succeeding expectations (Alvesson &
Sveningsson, 2015). It is established on the split attitudes, opinions, customs, and recorded
and unrecorded regulations that have been evolved over time and are contemplate
valid.However, it influences the organization's work rate and performance, and dispenses
recommendation on customer care and assistance, quality of the product and protection,
presence and punctuality, and responsibility for the environment (Alvesson, 2012).
To banish the resistance to change in an organization one can construct the team to
make the best use of their potentials, challenging, achievable and appealing target must be
must for the employees, conflicts must be solved faster, innovations and creativity must be
entitled along with being positive and supportive. This report deals with the literature review
of the chosen topic “Organizational culture and responses to overcoming resistance to
change”.
The appeal for the theory of Organizational Culture has been far, developing by a
theory of heuristic. In an example, it has formulated exploration inspecting Muslim
employees by Alkhazraji (1997), law imposition officers by Frewin and Tuffin (1998), and
pregnant workers by Halpert and Burg (1997). Yet more pertinent is in leading education, the
theories have been utilized to investigate the tales of undergraduate students and their insights
of "fitting in" at a university or college done by Kramer and Berman (2001). The attitude is
also functional as much of the guidance from the theory like the symbols, stories, and rituals
has straight relevance to numerous dissimilar kinds of organizations and their workers. Since
the theoretician work is built on actual organizations with authentic workers, the researcher
worker have frame the hypothesis further functional and empirical. Finally, the theory of
Organizational Culture might vision organizational existence as over distinctive. Pacanowsky

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and O'Donnell-Trujillo assert that cultures in an organization vary as the interactions inside
the cultures diverge, so generality about existence in an organization, which is almost
unmanageable (Shafritz, Ott& Jang, 2015).
The change in organizational structure and culture is unavoidable because of the
continual development in the technology, customers, market, pressures from both social and
political forums as well as the characteristics of the demography. Resistance to change is a
psychological and physiological response by the influenced workers to authentic or imagined
dangers to an accepted work routine (Cummings & Worley, 2014).Various researches have
been done on this particular area of Organizational culture and responses to overcoming
resistance to change. However, few are discussed in this section.
In a research article by Lozano(2013), the article named ‘Are Companies planning
their Organizational Changes for Corporate Sustainability? An Analysis of Three Case
Studies on Resistance to Change and their Strategies to overcome it’, he stated here that
corporations and leaders are growingly acknowledgingtheir roles in building society further
sustainable. His article examines the efforts of organizational change for corporate
sustainability (CS) taking three case studies. In the result, it was established that CS operator
catalyze alter against being the unsustainable status quo (SQ) regarding further sustainable
affairs. Obstacle to adjust normally checks these attempts.
In another article of Hon, Bloom and Crant (2014), named ‘Overcoming Resistance to
Change and Enhancing Creative Performance’, in the study the researcher tried to grow and
experiment a cross level model of independent creativity, combining resistance to change and
three human resource surrounding components to abate the relationships of the individuals.
The researcher studies the capabilities of three discourse components that are essential parts
of the procedure of creativity, they are styles of leadership, modernity climate, and the

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coworker’s attributes for assisting managers conquer this dispute. The outcome suggests
those three surrounding variables decrease the contrary relationship betwixt resistance to
change and creativity. The marking of the outcome signify that controlling the human
resource applications may alleviate damaging results of resistance to change on creativity.
Battilana and Casciaro (2013), in their study named ‘Overcoming Resistance to
Organizational Change: Strong Ties and Affective Cooptation’ the researcher puts an
emphasis on relational hypothesis of how altered agents in a company utilize the power of
ties in there system to beat the resistance to change. It further argued that powerful binds of
potentially authoritative company members who are uncertain about a change. With
additional different modifies the benefits of powerful bind to resistors resulting to the
modification agent are feeble, and may revolve into responsibilities that lessen the probability
of change in assumption. The data analysis from the case studies in the United Kingdom
further encourages these forecasts and precedes a relative outlook of organizational change in
which social networking function as device of political impact across emotive mechanism.
In a journal of Organizational change management, the article named ‘A theoretical
framework of Organizational change’ by Jacobs, Witteloostuijn and Christe-Zeyse(2013).
They proposed that organizational change is a high-risk attempt. Majority of the change
capabilities fall short on their aims, make big opportunity, and technique cost. In this paper,
the authors viewed to evolve a structure providing a theoretical toolbox to examine context-
dependent obstacles as well as facilitators of modifications in organization. Findings of this
study further suggest that change in organization is dangerous and versatile than change
founders generally assumes. It is emphasized that outermost habitat and the inner dynamics
of organizations co-determine the definition of managerial executions.

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‘Organizational culture, innovation, and performance: A test of Schein's model’ by
Hogan and Coote(2014), stated that innovation is the essential for survival in organization
and hence the research of procedures that help innovation must be interesting to researchers
and practitioners. Schein's model of multi-layeredfor culture in organization provides a useful
structure for reasoning about procedures that encourage innovation. The fundamental
supposition for this research is that Schein's model provides a controllable clarification of
cultural procedures, which brace innovations in organization, mainly in service business. The
result however signifies that how coatings of organizational culture, especially norms, relics,
and original conducts, partly arbitrate the results of ethics that assist innovation on
assessment of business performance. The results have suggestions for both theory and
practice, mostly in association to constructing an organizational culture inside professional
service business that encourages novel conduct.
Mills(2017), in ‘studying the Gendering of Organizational Culture over Time:
Concerns, Issues, and Strategies’ emphasized on the issues of scrutinizing the culture of
organizations by the time, starting a manifestation of how the social establishment of
corporate history has till today added itself to gendered beliefs of applications in the
business. This research further contours a feminist policy for the evaluation of the culture of
the organization. In another article named ‘Authentic leadership and organizational culture as
drivers of employees’ job satisfaction’ by Azanza, Moriano and Molero(2013), stated that in
recent times of competitive economy a great value is provided by the support and innovation
from the advancement of a pliability oriented organizational culture. The result of this study
stated that genuine leadership partly arbitrates the favorable relationship among the pliability-
oriented cultures in organizations and job satisfaction of the employees. These results
promote theory on the combination of cultures in organizations in genuine leadership
research and supply suggestions for improvising the job satisfaction of the employees.

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Lastly, according to the study of Courpasson, Dany and Clegg (2012), in their article
‘Resisters at Work: Generating Productive Resistance in the Workplace’ acknowledged the
transformative aspects of resistance in the organization. Further resistance is however viewed
as an adversarial and hostile activity that administration can undertake or dismiss. Thus,
apprehending how resistance can literally effect workplace alterations can stay challenging
for research. This paper offers an inspection of two conditions of resistance in which
resisters, systematized in interim enclaves, able to effect top administrative decisions and
create ultimate change. Whether resistance becomes fruitful or not it rely on the skilled
efforts of resisters and the formation of strong ‘objects of resistance’ which authorize
resisters to adapt shortly the potential layout of a condition and constrain topmost
management to attend to their requests and indulge to the recent layouts. It further states that
resistance could better described by what resisters does to attain their ends preferably than by
perceiving resistance as a firm opposition linking irreconcilable adversaries.
To conclude the essay it can be said that organizational culture is mainly the
assumptions, beliefs, thoughts, and values that are jointly griped, and is transported in its self-
confidence, inner workings and its relation with the external world and succeeding
expectations. However, it enhances the productivity and performance of the employees.Due
to the continuous developments, changes in organizational structure and culture is becoming
unavoidable. The chosen topic is Organizational culture and responses to overcoming
resistance to change have various different researches among which few are stated here as
reviewing the literature. The majority of the works are found based on the resistance of
change in different organizational cultures and few about the effects that the cultures in
organizations are facing. The theory of organizational culture states that it is developing in a
theory of heuristics. This organizational culture has a powerful effect on the staffs of the
company, which reflects on how they dress, behave and perform their tasks.

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References
Alvesson, M. (2012).Understanding organizational culture.Sage.
Alvesson, M., &Sveningsson, S. (2015).Changing organizational culture: Cultural change
work in progress.Routledge.
Azanza, G., Moriano, J. A., &Molero, F. (2013). Authentic leadership and organizational
culture as drivers of employees’ job satisfaction. Revista de PsicologíadelTrabajo y de
lasOrganizaciones, 29(2), 45-50.
Battilana, J., &Casciaro, T. (2013).Overcoming resistance to organizational change: Strong
ties and affective cooptation. Management Science, 59(4), 819-836.
Courpasson, D., Dany, F., & Clegg, S. (2012). Resisters at work: Generating productive
resistance in the workplace. Organization Science, 23(3), 801-819.
Cummings, T. G., & Worley, C. G. (2014).Organization development and change.Cengage
learning.
Hogan, S. J., &Coote, L. V. (2014).Organizational culture, innovation, and performance: A
test of Schein's model. Journal of Business Research, 67(8), 1609-1621.
Hon, A. H., Bloom, M., &Crant, J. M. (2014). Overcoming resistance to change and
enhancing creative performance. Journal of Management, 40(3), 919-941.
Jacobs, G., van Witteloostuijn, A., &Christe-Zeyse, J. (2013).A theoretical framework of
organizational change. Journal of Organizational Change Management, 26(5), 772-
792.
Lozano, R. (2013). Are companies planning their organisational changes for corporate
sustainability? An analysis of three case studies on resistance to change and their

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strategies to overcome it. Corporate Social Responsibility and Environmental
Management, 20(5), 275-295.
Mills, A. J. (2017). Studying the Gendering of Organizational Culture over Time: Concerns,
Issues, and Strategies☆.In Insights and Research on the Study of Gender and
Intersectionality in International Airline Cultures (pp. 71-91). Emerald Publishing
Limited.
Shafritz, J. M., Ott, J. S., & Jang, Y. S. (2015).Classics of organization theory.Cengage
Learning.