Strategic Thinking and Management of Employee Resistance to Changes

The present research examines the relationship between managers’ strategic thinking and employees’ resistance to preplanned changes in Telecommunications Company of Golestan Province. The research is a descriptive correlational study. The data were collected using two separate questionnaires including a ‘researcher-developed strategic thinking questionnaire’, and a ‘standard resistance to change questionnaire’. The reliability coefficients of the abovementioned questionnaires are 0.82 and 0.86, respectively. Cronbach’s Alpha test was used to measure the reliability coefficients. The content validity of the questionnaires was confirmed by asking for the opinions of strategic management, change management and organizational behavior scholars. According to the results, there is a significant negative (inverse) relationship between ‘managers’ strategic thinking’ and ‘employees’ resistance to change’. No significant relationship was observed between systems thinking and emotional resistance, opportunism and different dimensions of resistance; and futurism and behavioral resistance. The results also show that among the components of predictive variable, the relationship between systems thinking and conceptual thinking has the most influence on reducing the resistance. On the other hand, futurism variable had the least influence on reducing resistance.

Characteristics of Strategic Thinking; Dimensions of Resistance to Change; Golestan-Province Telecommunication Company

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