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ht forward solutions for business and the market. Got the pylon idea from the customer (the customer asked if the concept was interesting) University Organization C Research partner Generated generic research and articles from the project. Contributed with the building engineer part of the pylon design Regional manufac... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9997440/ | Towards a sense of urgency for innovation realization: a case study on complacency asymmetries in interorganizational relations - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.531 | 0.848 | ["war_conflict", "education", "philosophy"] | 510 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.187221 | [
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sing of small units (details) and profile design. Withdrew from the project due to a change in focus, e.g., less focus on pylon details Organization E Specializes in the production of light weight metal structures Welding, machining of larger profiles and assembling the pylon Organization F Delivers component and syste... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9997440/ | Towards a sense of urgency for innovation realization: a case study on complacency asymmetries in interorganizational relations - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.405 | 0.848 | [] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.187349 | [
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d new alloying possibilities Material and process manufacturer Organization G Aluminum supplier Material supplier participating as aluminum and alloying experts Customer Organization H Builds, owns and operates the central power grid in Norway Understood to be project owner Expressed a need to use aluminum for energy t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9997440/ | Towards a sense of urgency for innovation realization: a case study on complacency asymmetries in interorganizational relations - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.367 | 0.7 | ["negotiation"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.187450 | [
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ement stating the various actors’ roles, investments and rights within the project. The project was stated by organization F to follow a milestone plan (main and sub-goals) according to the Research Councils requirements. Creating a new pylon solution would thus give knowledge of the possibilities for future aluminum p... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9997440/ | Towards a sense of urgency for innovation realization: a case study on complacency asymmetries in interorganizational relations - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.433 | 0.844 | ["social_justice", "education"] | 471 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.187543 | [
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ments and risks of being involved in the project. Part of the reason for this was the later decision during the project to build the prototype with the research findings. The material and process manufacturer and organization F had thus contributed with investments. The customer was optimistic to include the building o... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9997440/ | Towards a sense of urgency for innovation realization: a case study on complacency asymmetries in interorganizational relations - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.39 | 0.838 | ["decision_making", "philosophy"] | 412 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.187638 | [
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t another project due to keeping the same actors. However, there was some unclarity regarding the financing of the prototype, and whether it should be part of the project. The project resulted in a prototype and pilot that underwent a full-scale impact test and passed the requirements. Benefits involved low maintenance... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9997440/ | Towards a sense of urgency for innovation realization: a case study on complacency asymmetries in interorganizational relations - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.394 | 0.852 | ["salary"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.187750 | [
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came present, and impacted the co-operation dynamics. This seemed to challenge the actor’s own role and the perceived role and intent of others. For this reason, this paper is an investigation of the pylon co-operation (a significant international innovation) from in-depth interviews performed with the participating ac... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9997440/ | Towards a sense of urgency for innovation realization: a case study on complacency asymmetries in interorganizational relations - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.552 | 0.85 | ["education", "philosophy", "crisis", "innovation", "interview"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.187844 | [
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knowledge of the participating actors and the research project of which they were part (Eisenhardt, 1989 ; Yin, 2009 ). The study is a result of a broader research goal (connected to my Ph.D.) to enhance the understanding of how the speed of aluminum project co-operations may be enhanced. Hence, it is a continuation of... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9997440/ | Towards a sense of urgency for innovation realization: a case study on complacency asymmetries in interorganizational relations - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.373 | 0.836 | ["education"] | 411 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.187939 | [
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age of acquiring actor and project specific data. In this sense, the concept of urgency and complacency was not pre-decided at the time of the interviews, but occurred as a relevant topic from the data as to new ways of triggering innovation speed and efficiency within industrial projects. As this is an explorative sin... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9997440/ | Towards a sense of urgency for innovation realization: a case study on complacency asymmetries in interorganizational relations - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.544 | 0.86 | ["decision_making", "crisis", "innovation", "interview", "education"] | 483 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.188034 | [
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role of prior theory | https://pmc.ncbi.nlm.nih.gov/articles/PMC9997440/ | Towards a sense of urgency for innovation realization: a case study on complacency asymmetries in interorganizational relations - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.514 | 0.558 | [] | 20 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.188112 | [
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Leading change Bookreader Item Preview remove-circle Share or Embed This Item Share to Twitter Share to Facebook Share to Reddit Share to Tumblr Share to Pinterest Share via email Copy Link Want more? Advanced embedding details, examples, and help ! Favorite Share Flag Flag this item for Graphic Violence Explicit Sexua... | https://archive.org/details/leadingchange0000kott | Leading change : Kotter, John P., 1947- : Free Download, Borrow, and Streaming : Internet Archive | archive.org | public_domain | false | 0.548 | 0.84 | ["leadership", "philosophy", "rhetoric"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.394033 | [
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by Kotter, John P., 1947- Publication date 1996 Topics Organizational change , Leadership , Industrial organization , Strategic planning , Organizational Innovation , Organization and Administration , Planning Techniques , Changement organisationnel , Industrie -- Organisation, contrôle, etc , Planification stratégique... | https://archive.org/details/leadingchange0000kott | Leading change : Kotter, John P., 1947- : Free Download, Borrow, and Streaming : Internet Archive | archive.org | public_domain | false | 0.639 | 0.834 | ["strategy", "leadership", "management", "crisis", "innovation"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.394373 | [
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Strategisch management , Leiderschap , Organisatieverandering , Management , Organisatorischer Wandel , Verhalten in Organisationen , Führungsstil , Strategisches Management Publisher Boston, Mass. : Harvard Business School Press Collection internetarchivebooks ; inlibrary ; printdisabled Contributor Internet Archive L... | https://archive.org/details/leadingchange0000kott | Leading change : Kotter, John P., 1947- : Free Download, Borrow, and Streaming : Internet Archive | archive.org | public_domain | false | 0.583 | 0.822 | ["management", "education"] | 463 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.394552 | [
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ation successfully into the twenty-first century? The world's foremost expert on business leadership distills twenty-five years of experience and wisdom based on lessons he has learned from scores of organizations and businesses to write this visionary guide. The result is a very personal book that is at once inspiring... | https://archive.org/details/leadingchange0000kott | Leading change : Kotter, John P., 1947- : Free Download, Borrow, and Streaming : Internet Archive | archive.org | public_domain | false | 0.432 | 0.842 | ["leadership", "strategy", "education"] | 475 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.394694 | [
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change will only increase over the next decades. Yet the methods managers have used in the attempt to transform their companies into stronger competitors - total quality management, reengineering, right sizing, restructuring, cultural change, and turnarounds - routinely fall short, says Kotter, because they fail to alt... | https://archive.org/details/leadingchange0000kott | Leading change : Kotter, John P., 1947- : Free Download, Borrow, and Streaming : Internet Archive | archive.org | public_domain | false | 0.593 | 0.85 | ["leadership", "management", "philosophy"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.394827 | [
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rience and positive role models for leaders to emulate. The book identifies an eight-step process that every company must go through to achieve its goal, and shows where and how people - good people - often derail."--Jacket pt. 1. The change problem and its solution. Transforming organizations : why firms fail -- Succe... | https://archive.org/details/leadingchange0000kott | Leading change : Kotter, John P., 1947- : Free Download, Borrow, and Streaming : Internet Archive | archive.org | public_domain | false | 0.5 | 0.718 | ["strategy", "leadership", "philosophy"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.394987 | [
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-- Developing a vision and strategy -- Communicating the change vision -- Empowering employees for broad-based action -- Generating short-term wins -- Consolidating gains and producing more change -- Anchoring new approaches in the culture -- pt. 3. Implications for the twenty-first century. The organization of the fut... | https://archive.org/details/leadingchange0000kott | Leading change : Kotter, John P., 1947- : Free Download, Borrow, and Streaming : Internet Archive | archive.org | public_domain | false | 0.601 | 0.836 | ["strategy", "leadership", "education"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.395130 | [
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Southern Technical University, Basrah, Iraq Find articles by Alhamzah Alnoor 1, 2, ✉ , Hadi AL-Abrrow Hadi AL-Abrrow 3 Department of Business Administration, College of Administration and Economic, University of Basrah, Basrah, Iraq Find articles by Hadi AL-Abrrow 3 , Victor Tiberius Victor Tiberius 4 Faculty of Econom... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.526 | 0.7 | ["education"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.593778 | [
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ate School of Business, Universiti Sains Malaysia, 11700 Gelugor Penang, Malaysia Find articles by Yuvaraj Ganesan 5 , Nadia A Atshan Nadia A Atshan 2 Management Technical College, Southern Technical University, Basrah, Iraq Find articles by Nadia A Atshan 2 Author information Article notes Copyright and License inform... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.566 | 0.696 | ["education", "management", "philosophy"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.594183 | [
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ings of individuals toward organizational change. The behavioral axis through which the extent to which the individual accepts or rejects organizational change appears (Bhatti et al., 2020 ; Constantino et al., 2021 ; Kashefi et al., 2012 ). In recent years, factors such as the extent to which individuals accept organi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.417 | 0.854 | ["war_conflict"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.594337 | [
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bas et al., 2021b ). According to Albrecht et al. ( 2020 ) and Hatjidis and Parker ( 2017 ) change engagement influences employees’ perceptions of organizational change. Thus, employees’ cognitive and behavioral reactions influence their perceptions of organizational change (Borges & Quintas, 2020 ). Endrejat et al. ( ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.459 | 0.844 | ["communication"] | 498 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.594463 | [
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organizational changes (Fugate & Kinicki, 2008 ). Employees’ (dis) openness to change influences their emotional responses to organizational change (Saunders & Thornhill, 2011 ). It was found that the size and age of a company as well as employees’ expectations boost employees’ openness to change for the successful imp... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.429 | 0.836 | [] | 435 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.594574 | [
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Curr Psychol . 2022 Apr 13:1–24. Online ahead of print. doi: 10.1007/s12144-022-03070-6 Reactions towards organizational change: a systematic literature review Khai Wah Khaw Khai Wah Khaw 1 School of Management, Universiti Sains Malaysia, 11800 Gelugor Pulau Pinang, Malaysia Find articles by Khai Wah Khaw 1 , Alhamzah ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.616 | 0.844 | ["management", "education", "war_conflict"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.594726 | [
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al University, Basrah, Iraq 3 Department of Business Administration, College of Administration and Economic, University of Basrah, Basrah, Iraq 4 Faculty of Economics and Social Sciences, University of Potsdam, Potsdam, Germany 5 Graduate School of Business, Universiti Sains Malaysia, 11700 Gelugor Penang, Malaysia ✉ C... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.536 | 0.846 | ["education", "philosophy"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.594864 | [
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Nature 2022 This article is made available via the PMC Open Access Subset for unrestricted research re-use and secondary analysis in any form or by any means with acknowledgement of the original source. These permissions are granted for the duration of the World Health Organization (WHO) declaration of COVID-19 as a gl... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.355 | 0.854 | ["philosophy", "education"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.594994 | [
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contemporary organizations, these often face resistance by employees. This resistance is the outcome of change recipients’ cognitive and behavioral reactions towards change. To better understand the causes and effects of reactions to change, a holistic view of prior research is needed. Accordingly, we provide a systema... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.579 | 0.83 | ["war_conflict"] | 456 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.595118 | [
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several subcategories: micro and macro reactions. We analyze the essential characteristics of the emerging field of change reactions along research issues and challenges, benefits of (even negative) reactions, managerial implications, and propose future research opportunities. Keywords: Reactions to organizational chan... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.591 | 0.83 | ["management", "crisis", "salary"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.595241 | [
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ed that have been interested in organizational change and the mechanisms that promote that process smoothly (Benford & Snow, 2000 ; Bouckenooghe, 2010 ; Caldwell et al., 2009 ; Pettigrew et al., 2001 ). Despite that wide interest in the process of organizational change, these studies reported negative results, as most ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.437 | 0.864 | [] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.595355 | [
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; Meaney and Pung, 2008; Hussain et al., 2018 ). This is because the focus was on many secondary variables and ignored the most important factor of individual and organizational reactions towards organizational change in those studies (Oreg et al., 2011 ; Penava and Sˇehic, 2014). Herold et al., 2008 ; Holten and Brenn... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.429 | 0.876 | ["war_conflict"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.595486 | [
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ion and a comprehensive understanding of how to react towards a change (AL-Abrrow et al., 2019b ; Peng et al, 2020 ). This largely depends on how managers introduce a change and on the extent to which others respond. Usually, a negative reaction towards change happens when it is expected to result into more workload, u... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.573 | 0.866 | ["war_conflict", "management"] | 471 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.595643 | [
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ts of it (Beare et al., 2020 ; Li et al., 2017 ). Individuals’ reactions towards organizational change are expected to be dependent on the individual’s perception and assessment of the change effects on the individual. This suggests that a reaction towards a change is developed through the interactions between attitude... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.597 | 0.862 | ["war_conflict"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.595778 | [
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rganizational change (Oreg et al, 2011 ; Shura et al., 2017 ). Participation in the change process is closely related with reactions towards a change. Practitioners are likely to be able to effectively diagnose and improve the willingness to change when they understand the need for change (Albrecht et al., 2020 ). Besi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.57 | 0.866 | ["war_conflict"] | 499 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.595899 | [
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tance to change would be minimal (Helpap, 2016 ). A positive reaction allows individuals to be more job focused and hence less resistance to change can be expected (Gardner et al., 1987 ). Similarly, a negative reaction towards change often generates a strong resistance to change. This happens if change is perceived as... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.423 | 0.868 | ["career", "networking", "war_conflict"] | 509 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.596037 | [
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s them to quit their job (Michela & Vena, 2012 ). However, some individuals are indecisive in their reactions towards a change, especially when future outcomes are unpredictable. This results into disruption and anxiety for both organizations and individuals, and thus reactions serve as the method aimed at dealing and ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.462 | 0.842 | ["war_conflict", "career"] | 493 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.596288 | [
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hange, depending on their respective perceptions. This invites a comprehensive study to understand the differences in reactions and to explain the main role that reactions play towards organizational change. Based on a systematic literature review, we provide a comprehensive framework that can help get an in-depth unde... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.597 | 0.846 | ["war_conflict", "education"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.596382 | [
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eactions to organizational change (Akhtar et al., 2016 ). Despite the need of organizational change, many change initiatives fail (Beer & Nohria, 2000 ), mainly because of differences in individuals’ interactions in the change process (Oreg et al., 2011 ). Rafferty et al. ( 2013 ), developed a model to study individual... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.53 | 0.846 | ["education"] | 465 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.596470 | [
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des, and feelings are successful, and vice versa. Still, there is need to present a broader and more comprehensive theoretical framework based on earlier studies to better understand reactions towards change at different levels, i.e., micro and macro level. Although many researchers have contributed to conducting many ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.443 | 0.842 | ["philosophy", "career", "war_conflict"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.596564 | [
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ntelligence, readiness for organizational creativity, and leadership abilities of all kinds (Malik and Masood, 2015; Malik and Masood, 2015). There are rare studies that dealt with reactions to organizational change at all levels, micro and macro (Khan et al., 2018 ). Thus, the number of studies that investigated react... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.457 | 0.856 | ["leadership", "innovation", "education"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.596770 | [
0.03699556738138199,
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ute to positive and negative reactions to change. Hence, further investigation is needed. This systematic analysis seeks to provide useful insights into contexts of change reactions and to assist the authors in identifying current options and gaps in this type of study. Accordingly, our research meets the stated litera... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.395 | 0.834 | ["war_conflict", "education"] | 418 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.596933 | [
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reactions towards change has been studied so far. The main goal is to provide a detailed methodological framework based on earlier studies, which explains the differences and trends in prior research. Additionally, we critically assess methodological issues and challenges found in previous research on reactions to orga... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.596 | 0.844 | ["crisis", "war_conflict"] | 504 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.598248 | [
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eactions to change from negative change outcomes. Rather, we argue that negative reactions can be interpreted as constructive criticism, which can improve the outcome process. Methodology To archive our research goal, we conducted a systematic literature review. We used ‘reactions to change’ as the main key word to sea... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.556 | 0.842 | [] | 477 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.598413 | [
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idered to be the predominant scientific language. Only peer-reviewed articles and conference papers were included. The current study was accomplished according to the ‘Preferred Reporting Items for Systematic reviews and Meta Analyses’ (PRISMA) criterions (Moher et al., 2015 ). For systematic reviews, PRISMA suggests t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.318 | 0.832 | ["education"] | 459 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.598550 | [
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duce resistance to change (Oreg & Berson, 2011 ). Therefore, managers use their authority to support organizational change (Tyler & De Cremer, 2005 ). Organizational confidence in managers is a critical factor that generates positive managerial reactions towards organizational change (Du et al., 2020 ; Harley et al., 2... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.484 | 0.682 | ["management", "war_conflict"] | 434 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.598685 | [
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ase is likely to contain all relevant references. Therefore, extensive searching is recommended (Berrang-Ford et al., 2015 ; Monroe et al., 2019 ). In particular, we used four major databases to assemble the literature sample: IEE Xplore, Science Direct, Scopus, and Web of Science. These databases were selected based o... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.371 | 0.854 | [] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.598813 | [
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etical implications (Aria & Cuccurullo, 2017 ; Knobloch et al., 2011 ). The selection process consisted of two phases of screening and filtration. First, duplicate articles found through matching of titles and abstracts were excluded. Second, articles were filtered after reading the entire article. This resulted in 79 ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.5 | 0.682 | [] | 429 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.598920 | [
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articles were extracted and categorized. Fig. 1. Open in a new tab Systematic review protocol Results and discussion A Critical overview of the change reactions literature Previous studies of organizational change attempted to reach an increase in organizational effectiveness by focusing on organizational change and ho... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.601 | 0.872 | [] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.599035 | [
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et al., 2018 ; Walk & Handy, 2018 ; Whelan-Barry et al., 2003 ). The basic logic of such studies is based on the main assumption the positive or negative organizational consequences depend primarily on the extent to which individuals accept organizational change and their reactions to that change. Such a hypothesis is ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.558 | 0.846 | [] | 421 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.599142 | [
0.0280088372528553,
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; Borges & Quintas, 2020 ; Beare et al., 2020 ). Through the growing interest in researching the reactions of individuals towards organizational change. For example, the role of individuals’ reactions and how they interact with organizational change was examined within a time frame that spanned six decades from the end... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.425 | 0.868 | ["networking", "war_conflict"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.599267 | [
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rocess represented by the precedents of individuals’ reactions to change and responses to Their public actions and the consequences of that change (Oreg et al., 2011 ). The vast majority of the total 79 studies relied on the longitudinal design in the research, and the other studies varied, including in adopting the ty... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.408 | 0.852 | ["education"] | 471 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.599424 | [
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ollection on self-reports of the study variables. Three main axes were discussed in terms of their relationship to the process of organizational change and the potential resistance that individuals come up with towards that change. Such three axes were represented by the cognitive axis, which is analyzed based on how i... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.584 | 0.844 | ["war_conflict", "networking", "education"] | 494 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.599552 | [
0.048499103635549545,
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ons of individuals towards organizational change (i.e., Roczniewska, & Higgins, 2019 ; Borges & Quintas, 2020 ; Du et al., 2020 ; Peng et al., 2020 ; Li et al., 2021 ). Prior studies have been focused on topics such as the psychodynamic explication of emotion, perception, behavior, and learning (Armenakis & Harris, 200... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.456 | 0.738 | ["leadership", "war_conflict", "education"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.599858 | [
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thew, 2009 ; Alnoor et al., 2020 ), the focus of attention (Gardner et al., 1987 ), internal communication (Men & Stacks, 2014 ; Li et al., 2021 ), individual attitudes (Akhtar et al., 2016 ; Jacobs & Keegan, 2018 ; Liu & Zhang, 2019 ; McElroy & Morrow, 2010 ; Sanchez de Miguel et al., 2015 ), openness to change (Straa... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.557 | 0.718 | ["communication", "philosophy"] | 439 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.600030 | [
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; Beare et al., 2020 ; Thirumaran et al., 2013 ). Figure 2 simplifies the determinants of reactions to change explored and investigated by the previous literature. Fig. 2. Open in a new tab Determinants of reactions to change Taxonomy of reactions to organizational change The remaining 79 articles were divided into fou... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.579 | 0.688 | ["war_conflict"] | 419 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.602454 | [
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tions towards change i.e., micro and macro level. There were 39 articles relating to micro reactions to change and 40 articles on macro reactions. Hence, these major categories were linked to their corresponding subcategories as shown in Fig. 3 , depending on the frequency of relevance to ‘reactions to change’. Fig. 3.... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.359 | 0.71 | ["war_conflict"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.602690 | [
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rticles discuss aspects the antecedents of individuals’ reactions to organizational change. The subcategory contains major topics where reactions to organizational change was adopted with regards to (1) Emotional, cognitive, and behavioral therapy, (2) Communication between employees, (3) Leadership style, (4) Individu... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.607 | 0.84 | ["leadership", "communication", "philosophy"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.602988 | [
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ource to relieve emotional stress and reduce the need for associated dysfunctional coping behaviors. Hence, this set of studies discusses reactions to organizational change with psychodynamic perspective and include 19 studies. Four studies (Antonacopoulou & Gabriel, 2001 ; Armenakis & Harris, 2009 ; Reiss et al., 2019... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.44 | 0.84 | ["motivation", "crisis"] | 483 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.603126 | [
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come these emotional and motivational challenges. The other nine studies discuss perceptions about organizational change. Beside this, to present a systematic analysis of positive psychology, one of the studies emphasized the relationship between perceptions about organizational support and resistance to change (Ming-C... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.425 | 0.822 | ["motivation", "crisis", "networking"] | 420 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.603208 | [
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hange and affects their psychological mechanisms. Contrary to this, a negative awareness about organizational change causes psychological withdrawal or distancing from organization (Michela & Vena, 2012 ). Belschak et al. ( 2020 ) found that the Machiavellianism leads to negative perceptions and negative reactions to c... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.402 | 0.844 | ["war_conflict"] | 484 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.603284 | [
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rget (Gardner et al., 1987 ; Hadi et al., 2018 ). Six studies discuss two aspects of personality and health regarding employees’ reactions towards change. We found two articles, which describe that organizational justice and culture significantly influence employees’ personality. Additionally, job satisfaction, once ch... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.405 | 0.822 | ["career", "war_conflict", "social_justice", "philosophy"] | 420 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.603415 | [
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(Bailey & Raelin, 2015 ; Caldwell & Liu, 2011 ). The remaining four articles encompass employees’ health related concern in relation to organizational change in health sector (Abbas et al., 2020 ; Fournier et al., 2021 ). It was found that organizational change is perceived as causing fear of job insecurity and health ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.414 | 0.86 | ["career", "motivation"] | 487 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.603494 | [
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2006 ; Tavakoli, 2010 ; Al-Abrrow et al., 2021 ). Communication between employees Communication between employees originated from the concept of organizational transparency. Communication provides positive and negative information to employees in a timely manner. Furthermore, communication between employees enhances th... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.54 | 0.666 | ["communication", "philosophy"] | 441 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.603563 | [
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le for practices and policies (Li et al., 2021 ). Communication between employees includes transparency, accountability, participation, and informatics (Men & Stacks, 2014 ). The change can be planned or unplanned. Planned change is the discovery of problems that need improvement in a proactive manner. Unplanned change... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.417 | 0.692 | ["communication", "philosophy"] | 465 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.603632 | [
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ive (Seeger et al., 2005 ; Alnoor et al., 2020 ). However, the lack of communication between employees creates barriers and threats to organizations towards increasing negative reactions to change. Planned and unplanned changes increase people's confusion and uncertainty. Therefore, employees' understanding of changes ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.506 | 0.694 | ["leadership", "communication", "war_conflict"] | 503 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.603719 | [
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s 71% of the success of change amongst employees. Therefore, leadership and leadership traits were critical factors for change reactions for employees (Fugate, 2012 ). The openness of the leader increases the positive reactions to change. However, the resistance of the leader stimulates negative reactions to change fro... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.491 | 0.84 | ["leadership", "networking"] | 475 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.603798 | [
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cessful change leadership (Alnoor et al., 2020 ). Leadership style affects employees in different ways, such as credibility and trust are important drivers of change for leaders to certify employee interests are considered. The literature confirms the leader-member exchange theory increases the negative reactions of em... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.505 | 0.844 | ["leadership", "motivation", "innovation", "philosophy"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.603915 | [
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pire employees and increase positive employee reactions. Change leaders are creative and transformative leaders (Matthew, 2009 ). In addition, practical leadership reduces employee resistance to change and increases individual interest in implementing change (Herold et al., 2008 ; Khaw et al., 2021 ). Individual attitu... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.627 | 0.828 | ["leadership", "innovation", "philosophy"] | 460 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.604072 | [
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t individual attitude and included eight studies. Two studies discuss gender attitude, especially the reactions of female employees towards organizational change (Sanchez de Miguel et al., 2015 ). Similarly, employees differ in their attitude of reactions to organizational change depending on their age. Additionally, c... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.566 | 0.82 | ["war_conflict"] | 443 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.604145 | [
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organizational change (McElroy & Morrow, 2010 ). Three studies discussed the influence of employees’ respective experiences on their attitude of reactions towards organizational change. These studies assert that employees’ previous experiences are important to influence employees’ reactions to organizational change (Al... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.445 | 0.834 | ["war_conflict"] | 509 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.604210 | [
0.0016367350472137332,
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organizational change (Stensaker & Meyer, 2012 ). Thus, there is a relationship between the frequency of change and the reactions to change represented by exit, voice, loyalty, and neglect (Akhtar et al., 2016 ). On the other hand, the attitude of employees’ reactions towards organizational change in the public sector ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.553 | 0.832 | ["networking", "war_conflict"] | 428 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.604287 | [
0.01945340260863304,
0.015034266747534275,
0.0015125871868804097,
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arious processes of logistics and implementation. Therefore, the reactions of employees in the public sector are different compared to those in private sector. For this, the attitude of employees’ reactions in South African prisons to transformative changes in leadership were studied (Mdletye et al., 2013 ). In a polic... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.435 | 0.856 | ["leadership", "interview", "philosophy"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.604353 | [
-0.005446677096188068,
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zation) to assess change (Jacobs & Keegan, 2018 ). Moreover, a relationship between employees’ attitude in public service and their commitment to change was found (Liu & Zhang, 2019 ). Openness to change Four studies discussed employees’ openness to change in change and suggested that employability is related to positi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.581 | 0.834 | ["networking"] | 434 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.604418 | [
0.030882466584444046,
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loyees react whenever a new system is introduced. Yan and Jacobs ( 2008 ) studied employees’ trust and openness to change in relation to organizational change under the lean enterprise system. Two studies discuss diagnostic assessments, which are important during change implementation to deal with employees’ reactions ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.434 | 0.838 | [] | 480 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.604477 | [
-0.03929624333977699,
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perceptions of change (Dickson & Simmons, 1970 ). Information systems This set of studies discusses reactions to organizational change in form of Information systems adoption and included six studies. For example, employees’ cognitive evaluation in reaction to Information systems implementation initiatives was discusse... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.41 | 0.82 | ["philosophy"] | 434 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.604546 | [
-0.0036173220723867416,
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0.07194732874631882,
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nd perceptions of change (Kashefi et al., 2012 ). The authors claimed that a system can be designed to measure the feelings of individuals and customers towards the change implementation (Thirumaran et al., 2013 ). In another study, individuals' reactions to changes within supply chains were measured through the implem... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.57 | 0.85 | ["education", "war_conflict"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.604628 | [
-0.047899533063173294,
0.03636171296238899,
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to digitally enabled work events and how digital technology affects employees ‘emotions (Beare et al., 2020 ). Lilly and Durr ( 2012 ), discussed the effect of implementing new technology on increasing the anxiety and stress among employees. Similarly, employees’ reactions towards technological change implemented in a ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.554 | 0.844 | ["war_conflict"] | 497 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.604724 | [
0.011949955485761166,
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outcomes and at different organizational levels. The range of literature examining employees' reaction to change is wide. Furthermore, the results of the literature review identified four vital categories: Voice behavior, exit behavior, neglect behavior, and loyalty behavior. Individual voice behavior Voice behavior is... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.42 | 0.83 | [] | 482 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.604784 | [
-0.02513769268989563,
0.018528873100876808,
0.014827312901616096,
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e such behavior is costly (Chou & Barron, 2016 ). Voice behavior is discussing problems with the administrator or staff, suggesting solutions, solve problems, and whistleblowing (Farrell & Rusbult, 1992 ). There is a high perceived risk of employee voice behavior. Nevertheless, organizations invest in voice behavior to... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.399 | 0.858 | ["management", "decision_making"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.604850 | [
-0.06534556299448013,
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0.005789664573967457,
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of non-acceptance of change (Huy et al., 2014 ). The magnitude of managers response and their reactions depends on the degree and intensity of a change (Bryant, 2006 ). Organizational attitude There is an agreement between leadership and organizational change such that organizational attitude is employed in a way that ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.421 | 0.854 | ["leadership", "management", "negotiation", "war_conflict"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.604917 | [
-0.0034793345257639885,
0.034060969948768616,
0.0049804095178842545,
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0.03240548446774483,
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0.06094930320978165,
0.009396777488291264,
0.06343940645456314,
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-0.007889313623309135,
-... | ||
nge reactions is the voice behavior (Abdullah et al., 2021 ; Barner, 2008 ; Svendsen & Joensson, 2016 ). According to Ng and Feldman ( 2012 ) the higher employee voice behavior increases creativity, performance, exploration, and exploitation of ideas. Therefore, the voice behavior reduces anxiety and fatigue of individ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.51 | 0.84 | ["communication", "innovation", "war_conflict", "philosophy", "rhetoric"] | 474 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.605135 | [
-0.096674844622612,
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ases employee turnover (Bala & Venkatesh, 2017 ). Individual voice behavior leads to undesirable results. In this context, change affects the social exchange and social relations between employees. Hence, organizational change reduces the quality of social exchange. Employees feel unappreciated and involved, which incr... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.413 | 0.846 | [] | 505 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.605193 | [
-0.06679993867874146,
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to express their opinions (Bhatti et al., 2020 ). Therefore, the voice behavior should be considered as a positive behavior that solves problems rather than identifying them (Whiting et al., 2012 ). Individual exit behavior Exit behavior is transferring, thinking about quitting, searching for a different job, and sabot... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.393 | 0.866 | ["career", "philosophy"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.605257 | [
-0.027713503688573837,
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0.031084291636943817,
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Akhtar et al., 2016 ; Bryant, 2006 ; Šedžiuvienė & Vveinhardt, 2018 ). However, there are two types of exit behavior, vertical and horizontal. Vertical mobility is moving upwards in the same organization. Horizontal mobility is the employee’s turnover of the organization (Davis & Luthans, 1988 ). Many firms view employ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.382 | 0.856 | ["war_conflict"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.605324 | [
-0.006350786425173283,
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f skilled human resources (Elfenbein & Knott, 2015 ). Negative change reactions cause an increase in employee turnover. In this context, many human resources are transferred to other organizations. Such human resources bringing with them competitive advantages that increase innovation and creativity (Walk & Handy, 2018... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.39 | 0.812 | ["innovation"] | 417 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.605390 | [
-0.034389980137348175,
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ional inertia reduces organizational development. Hence, turnover allows work to correct organizational errors and provides further improvement for tasks (Piderit, 2000 ). Horizontal mobility due to change reduces organizational loyalty of employees caused by increased desire to search for new work (Carnall, 1986 ). In... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.462 | 0.836 | ["philosophy"] | 499 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.605461 | [
-0.0595952644944191,
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0.003237462602555752,
0.00805... | ||
yee turnover may promote to superior performance. Individual neglect behavior The literature indicates that one of the outcomes of micro-level reactions to organizational change is neglectful behavior (Akhtar et al., 2016 ). Employees who experience negative reactions to change contribute less organizational effort (Va... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.376 | 0.84 | ["philosophy"] | 504 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.605550 | [
0.07386022806167603,
0.003420915687456727,
0.09460556507110596,
0.046673595905303955,
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for personal business (Farrell & Rusbult, 1992 ). The change increases uncertainty due to several employees loses their jobs and positions. In this context, many employees underestimate the seriousness of their work (Svendsen & Joensson, 2016 ). Previous studies on organizational change have argued employees' reactions... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.419 | 0.842 | ["career"] | 473 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.605617 | [
0.004733769688755274,
0.06080469489097595,
0.04447939991950989,
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0.049206361174583435,
0.07741181552410126,
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m (Chou & Barron, 2016 ; Withey & Cooper, 1989 ). Therefore, negative reactions to change are negatively related to the time spent by the employee and the efforts made at work (Alnoor et al., 2022 ; McLarty et al., 2021 ). Individual loyalty behavior Loyalty behavior is waiting and hoping for improvement, giving suppor... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.405 | 0.852 | ["war_conflict"] | 444 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.605683 | [
-0.05130341276526451,
0.03458871319890022,
0.05496097356081009,
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0.10435543954372406,
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0.04319458454847336,
0.019759... | ||
to do the right thing (Farrell & Rusbult, 1992 ). Organizational change that maintains working relationships and psychological contracts with employees is likely to increase the strength of individuals’ loyalty due to the rule of reciprocity (Davis & Luthans, 1988 ). Individual realization that organizational change fu... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.433 | 0.83 | ["networking"] | 468 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.605767 | [
-0.0808815285563469,
0.05632811039686203,
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0.08480175584554672,
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-0.029776228591799736,
0.073891185... | ||
ion and the individual (McElroy & Morrow, 2010 ). Negative employee reactions to change reduce individual loyalty (Constantino et al., 2021 ). Individual loyalty is the employee's readiness to maintain affiliation in the organization by giving attention to the goals and values of the organization (Aljayi et al., 2016 )... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.402 | 0.85 | ["ethics"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.605846 | [
-0.00014760615886189044,
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0.0964418277144432,
0.031437087804079056,
0.00583293754607439,
-0.0234... | ||
eterminant of individual loyalty to the organization (Akhtar et al., 2016 ). Hence, job satisfaction and a positive reaction to change increase the emotional and mental connection of individuals to the organization (Milton et al., 2020 ). Macro-level reactions Antecedents of macro-level reactions This category included... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.419 | 0.818 | ["networking", "career", "war_conflict"] | 428 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.605913 | [
-0.011074000038206577,
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0.039554864168167114,
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0.00506196916103363,
0.015345791354775429,
-0.01062823086977005,
-0.0... | ||
pects of reactions towards organizational change. In this category, the research articles consider aspects the antecedents of macro-level reactions. Major topics are (1) Organizational emotional, cognitive, and behavioral, (2) Organizational communication, (3) Leadership style, (4) Organizational attitude, (5) Organiza... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.428 | 0.82 | ["leadership", "war_conflict", "philosophy", "communication"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.605993 | [
0.013536554761230946,
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0.03970639407634735,
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0.029292358085513115,
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tions towards organizational change are informed by emotional, cognitive, and behavioral therapy of strategic changes such as mergers and strategic alliance. Strategic mergers can influence stakeholders’ decisions, which may result into negative reactions towards such merger (Basinger & Peterson, 2008 ; Bowes, 1981 ). ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.373 | 0.824 | ["strategy", "war_conflict", "decision_making", "networking", "diplomacy"] | 455 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.606065 | [
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0.002140646567568183,
-0.00607... | ||
ional attachment (Rafferty and Jimmieson, 2010 ). Such a strategic change can lead to organizational exit (Schilling et al., 2012 ). Moreover, the effect of changes introduced by cross-border processes on organizational reactions was studied and it was found that there is an effect of dynamic cultures on organizational... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.416 | 0.852 | ["communication", "strategy", "war_conflict"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.606134 | [
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s to organizational change regarding organizational communication. The lack of organizational communication caused organizational imbalances that negatively affected reactions towards organizational change in a way that tends to follow negative reactions such as an exit (Kruglanski et al., 2007 ). Weakness in organizat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.405 | 0.82 | ["communication", "war_conflict"] | 442 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.606257 | [
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tive reactions towards change (Li et al., 2021 ). In this context, numerous environmental changes and crises have led to weak organizational communication during the change. For example, the recent Covid-19 pandemic that caused many barriers in organizational communication (Milton et al., 2020 ). Hence, when there is a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.541 | 0.852 | ["communication", "war_conflict"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.606359 | [
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anizational communication (Fadhil et al., 2021 ). Leadership Transformational leaders’ reactions are affected by organizational change in a way that enhances their readiness for change and motivates them for increased participation and performance to support change (Faupel, & Süß, 2019 ). It was also found transformati... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.632 | 0.85 | ["leadership", "philosophy", "communication", "motivation"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.606448 | [
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0.02361527644097805,
0.01903875544667244,
-0.030638087540864944,
0.0... |
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