From Support to Mutiny: Shifting Legitimacy Judgments and Emotional Reactions Impacting the Implementation of Radical Change
基于一项为期三年的组织激进变革实施研究，揭示了中层管理者对高层管理者作为变革代理人的合法性判断如何随情绪反应而转变，并导致对变革的抵制逐步升级。
Based on a three-year inductive study of one organization's implementation of radical organizational change, we examine the critical role played by middle managers' judgments of the legitimacy of their top managers as change agents. Our analysis revealed middle managers' shifting judgments of the change agents' legitimacy that arose with their emotional reactions and produced rising resistance to the change effort. Our inductive model illustrates the dynamic, relational, and iterative relationships among change recipients' legitimacy judgments of change agents and arising emotional reactions in various phases of planned change, which explain recipients' emergent resistance to the change effort. Our model allows us to contribute to theory on radical organizational change, resistance to change, and legitimacy judgments.