Reaction to planned organizational change: the review of resistance behaviour

This paper proposes a conceptual model of resistance to change (RTC) behaviour among civil servant officers in the Malaysia public sector (MPS). It is based on an extensive review of past research on RTC behaviour. From the literature reviewed, three groups of antecedents of RTC behaviour were identified, viz. individual factors, social factors and organizational factors. This paper offers a number of propositions which cumulatively propose leadership competency as a mediating variable in linking the three groups of antecedents with RTC behaviour. Upon model validation, the paper could offer practical intervention for managers and Organizational Development (OD) practitioners to review and manage “positive” RTC behaviour among civil servants in organizations. It is hoped that this paper yields a new approach in theorizing the behaviour of RTC by integrating the Theory of Planned Behaviour, Theory of Psychological Reactance, Social Identity Theory and Organizational Support Theory. This paper contributes to literature in RTC, OD and Human Resource Development.

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