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Change initiatives and their implementation are a source of concern for organizational leaders. With employee resistance cited as the major reason for failure of nearly all change processes. However, employee resistance remains an underexplored area especially in academia. This paper integrates the social constructionist lens to examine employee resistance within a college planning to apply for international accreditation in the next few years. The researchers adopt a multi-authored narrative process to provide insights both from an internal and external change agent perspective. The paper provides insights on employee resistance and leader’s tactics to overcome opposition within an academic environment.
Author(s):
Devi Akella
Albany State University, GA
United States
Grace Khoury
Faculty of Business and Economics
Palestine
