ORGANIZATIONAL BEHAVIOUR

RESEARCH REPORT

“MASTER OF BUSINESS ADMINISTRATION”

SUBMITTED BY: SUBMITTED TO:
BHOOMI GULATI PROF.ASHUTOSH SINGH
ANSHU GUPTA DEPT.OF MGMT.
DEEPSHIKHA CHAUHAN GLA UNIVERSITY, MATHURA
ANIL PANDEY
ARYAN VARSHANEY
 RESEARCH REPORT
Research experience is as close to a professional problem-solving activity as
anything in the curriculum. It provides exposure to research methodology and
an opportunity to work closely with a faculty advisor. It usually requires the use
of advanced concepts, a variety of experimental techniques, and state-of-the-
art instrumentation. Ideally, undergraduate research should focus on a well-
defined project that stands a reasonable chance of completion in the time
available. A literature survey alone is not a satisfactory research project.
Neither is repetition of established procedures.
Research is genuine exploration of the unknown that leads to new knowledge
which often warrants publication. But whether or not the results of a research
project are publishable, the project should be communicated in the form of a
research report written by the student. It is important to realize that science
depends on precise transmission of facts and ideas. Preparation of a
comprehensive written research report is an essential part of a valid research
experience.

Organization of the Research Report

Most scientific research reports, irrespective of the field, parallel the method of
scientific reasoning. That is: the problem is defined, a hypothesis is created,
experiments are devised to test the hypothesis, experiments are conducted,
and conclusions are drawn. This framework is consistent with the following
organization of a research report:
Title
Introduction
Abstract
literature
Results, Conclusions and findings
Discussion
 Title and Title Page
Title: Beyond the individual-level conceptualization of dispositional resistance to change: Multilevel
effects on the response to organizational change

Authors' Names:

1.Noga Sverdlik

2.Shaul Oreg2

Author's institutions:

1. School of Education, Ben-Gurion University of the Negev, Beer-Sheva, Israel

2. School of Business Administration, The Hebrew University of Jerusalem, Jerusalem, Israel

Year of publication - 26 October 2022

Acknowledgement –

Mentor – Dr Ashutosh Singh

Research contributors – Bhoomi Gulati, Deepshika Chauhan, Anshu Gupta

Participants -

Anshu Gupta

Bhoomi Gulati

Deepshikha Chauhan

Anil Pandey

Aryan Varshney
 INTRODUCTION
This study explores employees' attitudes toward organizational change, focusing on
dispositional factors (individual traits) and contextual factors (external environment).
The authors propose translating dispositional traits, like resistance to change, from
an individual to a collective level. The research aims to demonstrate the value of this
approach, assess the unique contributions of individual and collective factors, and go
beyond raw scores by considering the relative dispositional traits in relation to the
organization. Conducted in a public school system, the study provides insights into
multilevel dynamics influencing responses to organizational change.

ABSTRACT
This study investigates how dispositional resistance to change, usually an
individual trait, can be applied collectively to characterize organizations.
Using data from principals and teachers, the research shows how
employees', principals', and organizations' dispositional resistance
collectively influences attitudes toward organizational changes. The findings
emphasize the value of translating individual traits to the organizational
level for a comprehensive understanding of responses to organizational
change.

FINDINGS
The study examines the relationships among various variables related to
dispositional resistance to change (DRTC) and attitudes toward
organizational changes in schools. Teachers' raw DRTC scores positively
correlate with their change-resistant attitudes. Multilevel regression
analyses reveal that both principals' DRTC and teachers' collective DRTC
significantly predict teachers' reluctance to embrace changes. The study
also finds tentative support for the impact of individual-level DRTC on
change attitudes. Additional analyses, focusing on schools with more
participants, affirm these findings and suggest a potential "frog-pond
effect" where individuals are influenced by the group's orientation toward
change. The study raises questions about the extent of this effect compared
to the established impact of individual-level DRTC on responses to change.

CONCLUSION
1. The study examines dispositional resistance to change at various levels within
organizations—individuals, leaders, and the collective entity.
2. It introduces the concept of aggregate dispositional resistance at the
organizational level (CRTC), showing its impact on employees' resistance to
change.
3. The research goes beyond the individual level, paralleling the approach used
for individual values to conceptualize cultural values at different levels.
4. CRTC provides a stable depiction of an organization's inherent orientation
toward change, offering a valuable way to understand and assess the change
context.
5. The study emphasizes the importance of disentangling individual and
organizational components of personality measures, revealing the influence of
social context on dispositional resistance.
6. It contributes to understanding how leaders' dispositional resistance affects
followers' attitudes, addressing a gap in the literature.