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Individual And Organisational Dimensions Of Change Management For IHRD

Becker, Karen L. & Davidson, Paul (2007) Individual And Organisational Dimensions Of Change Management For IHRD. In 9th International Human Resource Management Conference, 12-15 June, Tallinn, Estonia.

Abstract

Human resource development (HRD) has long been seen as an integral part of human resource management (HRM). Whilst international HRM (IHRM) has become recognised as an ever-increasing challenge for those organisations operating in an international arena, so too has international HRD (IHRD). One of the common elements recognised in models and theories of change management is that of resistance by individuals, sometimes suggested to vary depending on national culture, organisational culture, individual experience and a range of other factors. This study examined resistance to change and how it may affect the unlearning required during significant organisational change. The findings suggest that an individual’s level of resistance to change has significant impact on their ability to unlearn, and suggests that managers need to find ways to engage those individuals with a higher level of resistance to change if organisational change is to be successful. For those responsible for IHRD, this adds an additional level of complexity to the management of change.

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ID Code: 10637
Item Type: Conference Paper
Keywords: HRD, unlearning, change management, organisational change, resistance to change
Subjects: Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Human Resources Management (150305)
Divisions: Current > QUT Faculties and Divisions > QUT Business School
Copyright Owner: Copyright 2007 (please consult author)
Deposited On: 23 Jan 2008
Last Modified: 29 Feb 2012 23:39

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