This paper examines organizational change, focusing on the distinction of changes according to their scope and presenting a typology of evolutionary and strategic changes. It also offers an in-depth study of resistance to change. Through empirical research, the paper analyzes the importance of the sources of resistance to change defined theoretically, and considers both types of changes. The article shows which sources of resistance differ most, according to the scope of change, offering hints about where organizations should pay special attention when initiating a change process.
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