Understanding resistance to change in different national context : a comparative study between China and Norway
Master thesis
Permanent lenke
http://hdl.handle.net/11250/221302Utgivelsesdato
2014-06-14Metadata
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- Studentoppgaver (SV-IMS) [1383]
Sammendrag
This thesis has objective of finding out how the phenomenon of resistance to
change manifest differently in China and Norway. Research probes the
national context of these two countries in terms of culture, political-economic
framework and corporate governance mechanism. Taking the national
paradigms as departure point, analysis focuses on their influence on ordinary
people’s attitude and behavior towards change, to be specific, why employees
choose to oppose change, how they respond if they disagree with the target
change program, and which strategies change initiators can adopt to
overcome oppositions when planning and managing change in these two
countries.
This research is a comparative and explorative study, as literature regarding
comparison of management practices in China and Norway is not so much.
Besides theoretical research, this thesis has an ambition to provide practical
suggestions for managers under both national contexts. In general, the
Chinese model is characterized by top-down approach, emphasizing on
flexibility and quick response. Managers tend to ignore workers’ opinion and
underestimate resistance during rapid change process. To achieve a
sustainable competitive advantage, the Chinese model should involve
employees in planning stage and promote proactive input of them. In Norway,
more bottom-up and inclusive processes are recommended. Extensive
involvement and participation of employees is common strategy to overcome
resistance and create commitment to change. However, when speed is
essential and change need to be made immediately, managers should dare
make decisions on their own and take responsibilities.
Beskrivelse
Master's thesis in Change Management