Handbook of Management Scales/Change initiation - Resistance to change

Description
Cudanov, Tornjanski and Jasko have developed construct based on Beckhard and Harris's model and the subsequent literature with the primary purpose to provide quantitative prediction model in the area of organizational change management. Authors have formalized earlier qualitative assessment into measurement construct aiming at certifying Beckhard and Harris's change model empirically. Fourth component in Beckhard and Harris's change formula, i.e. “R”, refers to resistance to change. Accordingly, second-order construct depicted in text below refers to assessment of change resistance.

Definition
Resistance to change has been found as the biggest limitation to successful change (Al-Haddad & Kotnour, 2015; Cudanov et al., 2019; Tornjanski, 2019). Resistance to change definition can be found at the following link: https://www.newfoundations.com/OrgTheory/Bolognese721.html

Items
Component "R" (1 - Completely disagree; 5 - Completely agree):
 * I do not like change and I have negative attitude regarding it
 * When I was informed about change, I have felt tense and discomfort
 * Change of plan is nightmare for me
 * I do not change my attitude easily

Source

 * Cudanov, M., Tornjanski, V., & Jasko, O. (2019). CHANGE EQUATION EFFECTIVENESS: EMPIRICAL EVIDENCE FROM SOUTH-EAST EUROPE. E+ M Ekonomie a Management, 22(1), 99-115; https://dspace.tul.cz/bitstream/handle/15240/151424/EM_1_2019_07.pdf?sequence=1&isAllowed=y
 * Tornjanski, V. (2019). PREDICTING AN ORGANIZATIONAL CHANGE SUCCESS USING QUANTITATIVE BECKHARD AND HARRIS’S CHANGE MODEL. Doctoral Dissertation, University of Belgrade, Faculty of Organizational Sciences; https://www.researchgate.net/publication/338385603_PREDICTING_AN_ORGANIZATIONAL_CHANGE_SUCCESS_USING_QUANTITATIVE_BECKHARD_AND_HARRIS'S_CHANGE_MODEL
 * Beckhard, R. F., & Harris, R T. (1987).Organizational Transitions: Managing complex change. Reading, MA: Addison-Wesley
 * Al-Haddad, S., & Kotnour, T. (2015).Integrating the organizational change literature: a model for successful change.Journal of Organizational Change Management, 28(2), 234-262. doi:http://dx.doi.org/10.1108/JOCM-11-2013-0215.