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dc.creatorRodríguez Sánchez, José Luis
dc.creatorMercado Caruso, Nohora Nubia
dc.creatorAmelec, Viloria
dc.date.accessioned2020-01-30T13:42:45Z
dc.date.available2020-01-30T13:42:45Z
dc.date.issued2019
dc.identifier.urihttp://hdl.handle.net/11323/5949
dc.description.abstractCurrent global and complex economies demand change and restructuring processes. Besides the usual continuous change in their personal lives, when talking about changes in their working environment, employees offer considerable resistance. Difficulties related to managing this resistance on the part of the company will ultimately lead to organizational failure. Aimed at filling this gap, the present research provides a management model addressing both implicit and explicit resistance. The model comprises six key factors: leadership, communication, valuable HR retention, training, participation, and flexibility. Besides the theoretical model, it has been carried out a case study of a multinational company in the mechanical engineering sector, providing researchers and professionals with a roadmap of actions to manage the identified key factors. Furthermore, results reveal that Human Resources are no longer operational support. Instead, they represent a crucial asset to achieve the expected results in innovation and obtaining a sustainable competitive advantagees_ES
dc.language.isoenges_ES
dc.publisherUniversidad de la Costaes_ES
dc.rightsinfo:eu-repo/semantics/closedAccesses_ES
dc.rightsCC0 1.0 Universal*
dc.rights.urihttp://creativecommons.org/publicdomain/zero/1.0/*
dc.subjectPersonnel resistancees_ES
dc.subjectChange and restructuring processeses_ES
dc.subjectLeadershipes_ES
dc.subjectCommunicationes_ES
dc.subjectValuable employeeses_ES
dc.subjectTraininges_ES
dc.subjectParticipationes_ES
dc.subjectFlexibilityes_ES
dc.titleManaging human resources resistance to organizational change in the context of innovationes_ES
dc.typePreprintes_ES
dc.type.hasVersioninfo:eu-repo/semantics/draftes_ES


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