Using the operant and strategic contingencies models of power to understand resistance to change

Journal of Organizational Behavior Management

Volumn 22, Issue 3, 2003, Pages 3-22

  Goltz, Sonia M ^a   Hietapelto, Amy ^a  

^a MICHIGAN TECHNOLOGICAL UNIVERSITY   (United States)

Author keywords

Leadership; Operant model; Organizational change; Social power; Strategic contingencies theory

Indexed keywords

EID: 0141707831     PISSN: 01608061     EISSN: None     Source Type: Journal    
DOI: 10.1300/J075v22n03_02     Document Type: Article

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