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Leveraging client organizations' internal resistance to change to enhance consulting project outcomes in the implementation phase

datacite.subject.fosCiências Sociais::Economia e Gestão
dc.contributor.advisorBerti, Marco
dc.contributor.authorNeubaeur, Laura Victoria
dc.date.accessioned2026-03-17T11:19:21Z
dc.date.available2026-03-17T11:19:21Z
dc.date.issued2025-01-24
dc.date.submitted2024-12-16
dc.description.abstractThis study examines how consultants can leverage organizational resistance to change to improve project outcomes, with a focus on the strategy and implementation phases. Using a qualitative approach, interviews with consulting professionals were conducted to examine forms and sources of resistance to change, coping strategies, and challenges associated with leveraging resistance to change. The findings underscore the value of leveraging resistance as feedback and highlight the importance of tailored communication, trust-building, and stakeholder participation. The study bridges theoretical insights with practical experiences, offering tangible recommendations for consultants to leverage resistance to change for better outcomes in consulting projects.eng
dc.identifier.tid204132720
dc.identifier.urihttp://hdl.handle.net/10362/201523
dc.language.isoeng
dc.relationUID/ECO/00124/2013
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/
dc.subjectConsulting
dc.subjectResistance to change
dc.subjectOrganizational change
dc.subjectTransformation
dc.subjectProject outcome
dc.subjectStrategy
dc.subjectImplementation
dc.titleLeveraging client organizations' internal resistance to change to enhance consulting project outcomes in the implementation phaseeng
dc.typemaster thesis
dspace.entity.typePublication
thesis.degree.nameA Work Project, presented as part of the requirements for the Award of a Master’s degree in International Management from the Nova School of Business and Economics

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