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The interplay between cognitive styles and organisational change

Author

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  • Ðurišic-Bojanovic, Mirosava

Abstract

In the process of organisational change, there are two broad categories of employees’ reactions: those who are open to change and those who have a difficult time accepting change in general, including organisational change. These differences can be linked to differences in cognitive style. Our hypotheses were tested and confirmed in two companies in different industrial sectors in Serbia (N=265). The results showed that cognitive style was a strong single predictor of general attitudes towards organizational change. We have proposed a procedure for obtaining the index of dispositional readiness for change, which is of critical importance for planning different strategies of change management.

Suggested Citation

  • Ðurišic-Bojanovic, Mirosava, 2016. "The interplay between cognitive styles and organisational change," Journal of East European Management Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 21(1), pages 35-59.
    • Handle: RePEc:nms:joeems:jeems-2016-durisic
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    File URL: https://www.nomos-elibrary.de/10.5771/0949-6181-2016-1-35
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    More about this item

    Keywords

    organisational change; cognitive style; employee’s reactions; index of dispositional readiness for change; strategic planning;
    All these keywords.

    JEL classification:

    • J24 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Human Capital; Skills; Occupational Choice; Labor Productivity
    • L20 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - General
    • M54 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Labor Management

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