Time, change and resistance. A literature review of the influence of time on change and resistance to change in organisations

Abstract

This study explores how the multifaceted concept of time influences change. A comprehensive systematic review of the literature is used as the method, with twelve empirical studies forming the base of the empirical data considered against the theoretical framework. There was division found in the studies between "recipient”-focused and "management/organisational performance”-focused studies. Combining both presents a broad portrayal of the relationship which time has with change. Within the studies pace, temporality, timing and rhythm were found to be important dimensions of time as they relate to change. Analysis of the findings using Kurt Lewin’s classic three-step model, revealed that each dimension was important in at least one stage of the change process. The results suggest that the probability of success of change will increase if the timing of change events are in the right chronological order (i.e. sequence), and periods of (intense) change are evenly intermitted with periods of lesser change. There is also a key difference between subjective experience of time among recipients and objective time by which organisations are run. The results suggest recipients’ perspectives on the temporal aspects of the change (i.e. their subjective time) are an important factor on whether there will be resistance to it. Major events, including change events, appear to shape recipients’ perspectives of time and can cause temporal shifts, changes in the collective experience of time amongst employees, which bring their view of time closer in line with the organisation’s perspective. This, in turn, can facilitate change.