Change process characteristics and resistance to organisational change: The role of employee perceptions of justice

Joanna Georgalis, Ramanie Samaratunge, Nell Anne Kimberley, Ying Lu

Research output: Contribution to journalArticleResearchpeer-review

26 Citations (Scopus)


Although there are many potential causes of failed change, resistance to change is widely recognised as a significant contributor to this problem. Much of the literature relating to resistance has focused on the context-specific antecedents which can be divided into those relating to change outcomes and those that focus on change implementation. Justice research acknowledges the importance of employee perceptions of fairness in change management, and identifies it as a key factor in developing positive employee attitudes toward organisational change. Using change process characteristics of Leader-Member Exchange (LMX), participation and information as antecedents, the aim of the present study was to examine the influence of employee perceptions of justice on resistance to change. The results of a survey of 100 employees in an Australian workplace indicate that informational justice mediated the relationship between LMX and resistance to change.
Original languageEnglish
Pages (from-to)89 - 113
Number of pages25
JournalAustralian Journal of Management
Issue number1
Publication statusPublished - 2015

Cite this