موجز عن البحث:
Although many studies have indicated that
an enormous number of organisational change initiatives fail due to several
reasons, in the forefront of them is resistance to organisational change.
However, study of this phenomenon has not received adequate attention from
researchers. Therefore, this paper examines the impact of leader-member
exchange on resistance to organisational change in Saudi organisations that
are being privatised.
Based on data collected from 406 managers and
employees in three Saudi organisations, the results of statistical data
analysis showed that leader-member exchange was correlated negatively to the
components of resistance, namely, affective, behavioural, and cognitive.
Moreover, the results revealed that participants’ age, qualification, and job
were negatively related to resistance to organisational change, whilst there
was a non-significant relationship between organisational tenure and
The high rate of failure in many organisational
change initiatives has drawn the attention of many researchers to investigate
obstacles that led to this dilemma. It has been argued that resistance to
organisational change is one of the foremost reasons, if not the main reason,
for failure of these initiatives. To expand understanding this phenomenon,
the present study examined the impact of job satisfaction and organisational
commitment on resistance in the Saudi context.
The findings of data collected from 410 participants
working at three Saudi organisations that are being privatised, indicated
that these variables were negatively related to resistance and its
components, namely affective, cognitive, and behavioural. Although there is
very little difference between their results, job satisfaction has the
strongest relationship with affective resistance, whilst organisational
commitment has the strongest relationship with behavioural resistance.
Cognitive resistance has the weakest relationship with these independent variables.
Future research directions are briefly discussed.