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Resistenz, Ablehnung und Widerstand von Organisationsmitgliedern: Darstellung anhand eines integrativen Innovationsentscheidungsmodells

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Motoren der Innovation

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Zusammenfassung

Organisationaler Wandel ist eine Daueraufgabe. Organisationen müssen ihre Ausrichtung fortwährend den sich verändernden Anforderungen des Marktes anpassen, um erfolgreich zu bleiben. Organisationaler Wandel wird allerdings nur gelingen, wenn alle Organisationsmitglieder die dafür notwendigen Veränderungen mittragen. Die Organisationsforschung widmet sich seit geraumer Zeit Fragen zur Akzeptanz von Innovationen in Organisationen (für eine Übersicht über Technologie-Akzeptanz-Modelle siehe Legris et al., 2003; Venkatesh et al., 2003).

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Author information

Authors and Affiliations

  1. Berlin, Deutschland

    Prof. Dr. Katrin Talke

  2. Oestrich-Winkel, Deutschland

    Jun-Prof. Dr. Sven Heidenreich

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  1. Prof. Dr. Katrin Talke
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  2. Jun-Prof. Dr. Sven Heidenreich
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Correspondence to Katrin Talke .

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Editors and Affiliations

  1. Institut für Innovationsforschung, Christian-Albrechts-Universität zu Kiel, Kiel, Germany

    Carsten Schultz

  2. Lehrstuhl für Innovationsmanagement, Potsdam, Germany

    Katharina Hölzle

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Talke, K., Heidenreich, S. (2014). Resistenz, Ablehnung und Widerstand von Organisationsmitgliedern: Darstellung anhand eines integrativen Innovationsentscheidungsmodells. In: Schultz, C., Hölzle, K. (eds) Motoren der Innovation. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-06135-7_9

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  • DOI: https://doi.org/10.1007/978-3-658-06135-7_9

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