Active and Passive Resistance to Organizational Change: A Case of Entrepreneurship Minor Program in a Public University

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Author(s): Mehmet Eymen Eryılmaz (Uludağ University, Turkey)and Filiz Eryılmaz (Uludağ University, Turkey)
Copyright: 2015
Pages: 19
Source title: Competitive Strategies for Academic Entrepreneurship: Commercialization of Research-Based Products
Source Author(s)/Editor(s): Anna Szopa (Jagiellonian University, Poland), Waldemar Karwowski (University of Central Florida, USA)and David Barbe (University of Maryland, College Park, USA)
DOI: 10.4018/978-1-4666-8487-4.ch003

Keywords: Business & Management / Business Science Reference / Entrepreneurship & Innovation / Management Science

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Abstract

Today, almost all organizations (private or public, small, medium or large in size etc.) need to change. However, organizational change efforts are not always successful for various reasons. Active and passive resistance to organizational change is one of these. In this chapter, efforts to form an entrepreneurship minor program in a public university and some reasons for active and passive resistance to it are examined. For this examination, data was mainly collected from one-to-one and semi-structured interviews which were mostly conducted with the vice deans of various faculties and from the participative observation of one of the researchers. In addition, some documents about the program were examined.

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Active and Passive Resistance to Organizational Change: A Case of Entrepreneurship Minor Program in a Public University

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