Reducing Resistance to Organizational Change by Promoting Change Leadership: A Study of The MBKM Curriculum Implementation in Higher Educational Institutions
Abstract
The purpose of this study is to investigate how change information affects resistance to organizational change in the context of MBKM Curriculum implementation. We also examine the moderating role of change leadership on the effect of change information on resistance to change in the MBKM Curriculum implementation. The population of this research is all lecturers in Indonesia. The number of samples used was 156 obtained by random sampling technique. Data processing was carried out using the SEM-PLS methode by the Warp-PLS 6.0 application. The results show that change information has a negative effect on resistance to changes in the MBKM Curriculum. Change leadership also has a negative moderating role in the relationship between change information and resistance to changes in the MBKM Curriculum. The results of this study enrich the literature on organizational change management in particular by clarifying the antecedents of resistance to organizational change, namely change information. This research shows the importance of higher education institutional leaders to implement change-oriented leadership in overseeing the implementation of changes to the MBKM Curriculum.
Downloads
References
Amarantou, V., Kazakopoulou, S., Chatzoudes, D., & Chatzoglou, P. (2018). Resistance to change: an empirical
investigation of its antecedents. Journal of Organizational Change Management, 31(2), 426–450.
https://doi.org/10.1108/JOCM-05-2017-0196
Damawan, A. H., & Azizah, S. (2020). Resistance to Change: Causes and Strategies as an Organizational
Challenge. 395, 49–53. https://doi.org/10.2991/assehr.k.200120.010
El-taliawi, O. G. (2020). Resistance to Organizational Change. In Global Encyclopedia of Public Administration,
Public Policy, and Governance (Issue May, pp. 1–4). https://doi.org/10.1007/978-3-319-31816-5
Erwin, D. G., & Garman, A. N. (2010). Resistance to organizational change: Linking research and practice.
Leadership and Organization Development Journal, 31(1), 39–56.
https://doi.org/10.1108/01437731011010371
Ford, J. D., Ford, L. W., & D’Amelio, A. (2008). Resistance to change: The rest of the story. Academy of
Management Review, 33(2), 362–377. https://doi.org/10.5465/AMR.2008.31193235
International Journal of Science, Technology & Management ISSN: 2722 - 4015
Ghavifekr, S., & Adewale, A. S. (2019). Can change leadership impact on staff organizational citizenship
behavior? A scenario from Malaysia. Higher Education Evaluation and Development, 13(2), 65–81.
https://doi.org/10.1108/heed-08-2019-0040
Hadi, L. (2020). Pro dan Kontra Kebijakan Merdeka Belajar. Jurnal Ilmiah Wahana Pendidikan, 6(4), 812–
https://doi.org/10.5281/zenodo.4302861
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate Data Analysis (7th ed.). Prentice
Hall International.
Hechanova,M.R.M.,Caringal-Go, J. F., & Magsaysay, J. F. (2018). Implicit change leadership, change
management, and affective commitment to change: Comparing academic institutions vs business enterprises.
Leadership and Organization Development Journal,39(7),914–925.https://doi.org/10.1108/LODJ-01-2018-0013
Herold, D. M., Fedor, D. B., Caldwell, S., & Liu, Y. (2008). The Effects of Transformational and Change
Leadership on Employees’ Commitment to a Change: A Multilevel Study. Journal of Applied Psychology,
(2), 346–357. https://doi.org/10.1037/0021-9010.93.2.346
Higgs, M. J., Kuipers, B. S., & Steijn, B. (2022). Change leadership and change embeddedness in public
organizations: Connecting macrolevel reform to microlevel implementation. Public Administration, December
, 1–15. https://doi.org/10.1111/padm.12833
Holten, A. L., Hancock, G. R., & Bøllingtoft, A. (2020). Studying the importance of change leadership and
change management in layoffs, mergers, and closures. Management Decision, 58(3), 393–409.
https://doi.org/10.1108/MD-03-2017-0278
Kelloway, E. K., Loughlin, C., Barling, J., & Nault, A. (2002). Self-Reported Counterproductive Behaviors and
Organizational Citizenship Behaviors : Separate but Related Constructs. 10(June).
Lewis, L. K. (2006). Employee perspectives on implementation communication as predictors of perceptions of
success and resistance. Western Journal of Communication, 70(1), 23–46.
https://doi.org/10.1080/10570310500506631
Onyeneke, G. B., & Abe, T. (2021). The effect of change leadership on employee attitudinal support for planned
organizational change. Journal of Organizational Change Management, 34(2), 403–415.
https://doi.org/10.1108/JOCM-08-2020-0244
Oreg, S. (2006). Personality, context, and resistance to organizational change. European Journal of Work and
Organizational Psychology, 15(1), 73–101. https://doi.org/10.1080/13594320500451247
Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients’ reactions to organizational change: A 60-year
review of quantitative studies. Journal of Applied Behavioral Science, 47(4), 461–524.
https://doi.org/10.1177/0021886310396550
Pardo del Val, M., & Fuentes, C. M. (2003). Resistance to change: a literature review and empirical study.
Management Decision, 41(2), 148–155. https://doi.org/10.1108/00251740310457597
Peng, J., Li, M., Wang, Z., & Lin, Y. (2021). Transformational Leadership and Employees’ Reactions to
Organizational Change: Evidence From a Meta-Analysis. Journal of Applied Behavioral Science, 57(3), 369–
https://doi.org/10.1177/0021886320920366
Rahaman, H. M. S., Camps, J., Decoster, S., & Stouten, J. (2020). Ethical leadership in times of change: the role
of change commitment and change information for employees’ dysfunctional resistance. Personnel Review,
(2), 630–647. https://doi.org/10.1108/PR-03-2019-0122
Sánchez, I. D., Sitú, M., & Murillo, L. (2022). Breaking down walls, building bridges: the importance of
transformational leadership considering contextual and individual factors in resistance to change. International
Journal of Organizational Analysis. https://doi.org/10.1108/IJOA-04-2022-3238
van der Voet, J. (2016). Change Leadership and Public Sector Organizational Change: Examining the
Interactions of Transformational Leadership Style and Red Tape. American Review of Public Administration,
(6), 660–682. https://doi.org/10.1177/0275074015574769
Wanberg, C. R., & Banas, J. T. (2000). Predictors and outcomes of openness to changes in a reorganizing
workplace. Journal of Applied Psychology, 85(1), 132–142. https://doi.org/10.1037/0021-9010.85.1.132.
Copyright (c) 2023 International Journal of Science, Technology & Management
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
