Document Type : Original Article
Authors
1
PhD Candidate in Industrial-Organizational Psychology, Department of Psychology, University of Isfahan, Isfahan, Iran.
2
Assistant Professor of Industrial-Organizational Psychology, Department of Psychology, University of Isfahan, Isfahan, Iran.
3
Full Professor of Industrial-Organizational Psychology, Department of Psychology, University of Isfahan, Isfahan, Iran.
Abstract
1. Introduction
Organizational change is a fundamental requirement for the survival and competitiveness of contemporary organizations, yet many change initiatives fail to be fully implemented because of managers' negative attitudes and resistance. Understanding the cognitive factors that shape acceptance of or resistance to change can inform the design of more effective interventions for managing organizational transformation. This study aims to examine the predictive role of empathizing and systemizing cognitive styles in managers' attitudes toward organizational change and their resistance to change, among managers of large Iranian industrial organizations.
2. Theoretical Framework
The study rests on the premise that managers' cognitive differences play a decisive role in how they interpret, make sense of, and evaluate organizational change. Accordingly, the theoretical framework was developed by integrating Baron-Cohen's Empathizing–Systemizing (E-S) theory, Weick's theory of sensemaking, and Kahneman's dual-process theory.
3. Methodology
The study employed a descriptive-correlational design with a cross-sectional survey. The final sample consisted of 400 managers from two large industrial organizations, namely the Sarcheshmeh Copper Complex (Rafsanjan) and Mobarakeh Steel Company (Isfahan).
4. Results and Discussion
Results showed that both the empathizing and systemizing cognitive styles were significant predictors of attitude toward organizational change and resistance to change (p < .001). The systemizing style showed the strongest effect on attitude toward change (β = 0.54) and on resistance to change (β = -0.550); the empathizing style was also significantly associated with a more positive attitude toward change and lower resistance. The proposed model explained 32.2% of the variance in attitude toward change and 36.7% of the variance in resistance to change.
The study's most notable finding is that managers with a systemizing cognitive style, contrary to some common assumptions, display a more positive attitude toward organizational change and less resistance when they understand the logic, structure, and consequences of the change. This finding offers new insight into the role of cognitive differences in managers' reactions to change. From a practical standpoint, organizations can increase the likelihood of change acceptance and the success of transformation programs by designing communication, training, and change-management strategies tailored to managers' cognitive profiles.
5. Conclusions and Implications
Both empathizing and systemizing cognitive styles meaningfully shape managers' attitudes toward and resistance to organizational change, with the systemizing style emerging as the strongest predictor once the logic and structure of change are clearly communicated. These findings suggest that organizations should move beyond generic change-management approaches and instead tailor communication, training, and change-management strategies to managers' cognitive profiles, thereby increasing the likelihood of successful organizational transformation.
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