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Regular version of the site
Book
Management practices of Russian companies. Vol. 1

Stepanov A. K., Лихачев А. А., Silchev V. et al.

M.: Higher School of Economics Publishing House, 2022.

Article
Organizational sensemaking: emotional-semantic constructs in change management (A case study of a retail bank in India)

Ермолаев М. О.

International Journal of Development and Conflict. 2024. Vol. 14. No. 1. P. 40-55.

Book chapter
Global Integration of Artificial Intelligence in Higher Education Sector: A Bibliometric Analysis

Olga Gordienko, Bagrationi K.

In bk.: Proceedings of the 25th European Conference on Knowledge Management. Vol. 25. Iss. 1. Academic Conferences International Limited, 2024. P. 270-276.

Working paper
Cracking CROC's talent: teaching note

Mondrus O., Osipova A.

Case collection: HSE Graduate School of Business. 521-0108-8. The Case Centre, 2021

Konstantin Bagrationi and Olga Gordienko Participated in the European Conference on Innovation and Entrepreneurship ECIE 2024 in Paris

Researchers from the Graduate School of Business at the National Research University Higher School of Economics associate professor Konstantin Bagrationi and lecturer Olga Gordienko, teachers of the Department of Organizational Behavior and Human Resource Management, presented their report at the conference on September 27th, 2024.

Konstantin Bagrationi and Olga Gordienko Participated in the European Conference on Innovation and Entrepreneurship ECIE 2024 in Paris

The scientists shared the results of a study on the systematic of approaches to overcoming resistance to changes and formation of readiness for them in terms of their differences. Four main areas of research have been identified:

1. Individual psychological direction.

2. Group direction.

3. Institutional and strategic direction.

4. Agency direction.

Practical justification: resistance to changes and unwillingness to changes have different prerequisites and require different approaches from the leader. Overcoming resistance to changes is reactive and requires the leader’s active participation in the process, for example, transformational behavior, employee support and conflict resolution. This distinguishes it from proactive creation of readiness for changes, which can be focused primarily on informing employees.

Unwillingness can be overcome through training and support, while resistance is more difficult to overcome, as it requires change of opinion and attitude to innovation, as well as providing with specific guarantees and support from management.

Participation of our researchers in such a significant international event reflects the high level of scientific work in the department, as well as strengthening its position in the global academic arena.