TY  - JOUR
T1  - Resistance to Change in Merger of a Federal Institute in Brazil
AU - Almada, Livia AU - Simoes Guimaraes E. Borges, Renata AU - Luiz Marques, Antonio 
JO  - International Business Management
VL  - 12
IS  - 4
SP  - 370
EP  - 379
PY  - 2018
DA  - 2001/08/19
SN  - 1993-5250
DO  - ibm.2018.370.379
UR  - https://makhillpublications.co/view-article.php?doi=ibm.2018.370.379
KW  - Merger
KW  -resistance to change
KW  -organizational change
KW  -human resources administration
KW  -public administration
KW  -analyzing
AB  - This study investigates how individuals react to organizational change during a merger process by
analyzing the merger of the five federal independent entities that formed the Federal Institute of the State of
Minas Gerais (IFMG) in Brazil, through the perspective of their technical-administrative civil servants.
Quantitative data were attained through standardized questionnaires completed by civil servants who
participated in the merger. The findings from the qualitative and multiple regression analyses reveal that
organizational dimensions have a greater influence than individual dimensions on individual’s reactions to
organizational change. The organization’s experience with and ability to manage change defined the level of
individual resistance to the merger. Although, there was concern regarding how the merger would affect social
interactions at work the findings suggest that work group pressure and early decisions regarding the merger
do not influence levels of individual resistance to organizational change.
ER  -