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Organizational Change: The Challenge of Change Aversion

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  • Jason A. Hubbart

    (School of Natural Resources, Davis College of Agriculture, Natural Resources and Design, West Virginia University, Morgantown, WV 26506, USA)

Abstract

Organizational change has been investigated for decades, with many works addressing change adoption challenges. Change aversion, like change resistance, is not uncommon, but going unchecked can reduce organizational change initiative success. This communication aims to provide a concise in-road for students and practitioners to the organizational change and change aversion literature. An attempt is made to enter this complicated discussion in a way that may assist the reader in understanding what change aversion is, how vital acceptance of organizational change is, and that there are operational practices that can facilitate a culture of change acceptance. Aversion to change may result from many factors, including (but not limited to) fear of the unknown, discomfort over a potential loss of control, and the instinctive tendency to prefer the familiar over the unfamiliar. However, despite advancements in the administration of inevitable organizational change moments, challenges related to change resistance can always occur, particularly lacking effective change leadership. Leadership can address resistance early, thus more readily guaranteeing a positive and productive organizational change outcome. Offering employees quality jobs and an inclusive, empathetic, and considerate environment can lead to early organizational buy-in and change acceptance, thereby improving long-term organization efficiencies and outputs. Ultimately, organizational change initiatives are most likely to succeed with buy-in and acceptance, thereby enabling businesses to remain competitive in a continuously evolving environment.

Suggested Citation

  • Jason A. Hubbart, 2023. "Organizational Change: The Challenge of Change Aversion," Administrative Sciences, MDPI, vol. 13(7), pages 1-9, July.
    • Handle: RePEc:gam:jadmsc:v:13:y:2023:i:7:p:162-:d:1188811
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    References listed on IDEAS

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    2. Erdogan, Berrin & Bauer, Talya N. & Peiró, José María & Truxillo, Donald M., 2011. "Overqualified Employees: Making the Best of a Potentially Bad Situation for Individuals and Organizations," Industrial and Organizational Psychology, Cambridge University Press, vol. 4(2), pages 215-232, June.
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    6. Claudia Peus & Dieter Frey & Marit Gerkhardt & Peter Fischer & Eva Traut-Mattausch, 2009. "Leading and Managing Organizational Change Initiatives," management revue. Socio-economic Studies, Rainer Hampp Verlag, vol. 20(2), pages 158-175.
    7. Keow Ngang Tang, 2019. "Leadership and Change Management," SpringerBriefs in Business, Springer, number 978-981-13-8902-3, January.
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    Cited by:

    1. Jason A. Hubbart, 2023. "Harmonizing Science and Society: A Change Management Approach to Align Scientific Endeavors with Societal Needs," Sustainability, MDPI, vol. 15(21), pages 1-13, October.
    2. Ilona Lipowska & Marcin Lipowski & Dariusz Dudek & Radosław Mącik, 2024. "Switching Behavior in the Polish Energy Market—The Importance of Resistance to Change," Energies, MDPI, vol. 17(2), pages 1-14, January.

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