Schwandt, D. R., & Szabla, D. (2007). Systems and Leadership:
Coevolution or Mutual Evolution towards Complexity? In J. K. Hazy,
J. A Goldstein, & B. B. Lichtenstein (Eds.), Complex Systems
Leadership Theory. ISCE Publishing.
Szabla, D. B. (2007). Multidimensional View of Resistance to
Organizational Change: Exploring Cognitive, Emotional, and Intentional
Responses to Planned Change Across Perceived Change Leadership
Strategies. Human Resource Development Quarterly.
MANUSCRIPTS IN PREPARATION
Szabla, D. B. (2007). The complex nature of resistance to organizational
change – Theoretical paper builds a complex model of resistance
to organizational change that conceptualizes the paradoxical character
of resistance and captures its multiple dimensions (cognition,
emotion, and intention) and underlying sources and systems (biological,
psychological, social, political, and cultural).
Szabla, D. B. (2007). Complexity theory: Implications for leading
organizational change – Theoretical research paper explores organizational
change as a nonlinear versus a linear process and uses the complexity
sciences (complex adaptive systems, chaos theory, dissipative
structures, self-organization, and catastrophe theory) to propose
a new model for thinking about and leading organizational change.
Szabla, D. B. A multidimensional view of resistance over time:
Cognitive, emotional, and intentional responses over the life
of a planned organizational change – Study examines how cognitive,
emotional, and intentional reactions evolve over the course of
a planned organizational change and provides insights into organizational
Szabla, D. B. Perception of organizational change leadership
strategy: How does role and hierarchical level affect perceptions?
– Study explores the relationship between organizational role
and perception of change strategy and provides insights into how
organizational members at different levels of the organization
perceive change leadership strategy.
Szabla, D. B. What is the overriding decision-making mechanism
when reacting to organizational change: Cognition, emotion, or
intention? – Study explores the processes and interrelationships
of cognition process, emotion, and intention during an organizational
change and addresses the question—which mechanism plays the superseding
role in the evaluation of an organizational change?
Szabla, D. B. Change strategy and organizational effectiveness:
What’s the relationship? – Study explores the relationship between
organizational change strategy and organizational level variables
and provides insights into the relations between change strategy
and organization change success.
Szabla, D. B., & Marotta, S. A. (2007). The Reaction to Organizational
Change Scale: A confirmatory factor analysis – Using structural
equation modeling, this confirmatory factor analysis tests the
construct validity of the factors that measure response to organizational
Szabla, D. B., & Marotta, S. A. (2007). The Perceptions of
Change Leadership Strategy Scale: A confirmatory factor analysis
– Using structural equation modeling, this confirmatory factor
analysis tests the construct validity of the factors that measure
perceptions of how change is implemented in organizations.
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