Références

• Aiken, L. S., & West, S. G. (1991). Multiple regression : Testing and interpreting interactions. Thousand Oaks, CA : Sage Publications.
• Angel, V., & Steiner, D. D. (2011). Rôle de l’adéquation individu-environnement et du focus régulateur dans les stratégies de performance. In S. Pohl, P. Desrumaux & A.-M. Vonthron (Eds.), Jugement socio-professionnel, innovation et efficacité au travail (pp. 209-218). Paris : L’Harmattan.
• Ashforth, B. E., & Lee, R, T. (1990). Defensive behavior in organizations : A preliminary model. Human Relations, 43, 621-648.
• Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research : Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51, 1173-1182.
• Bartunek, J. M., Lacey, C. A., & Wood, D. R. (1992). Social cognition in organizational change : An insider-outsider approach. Journal of Applied Behavioral Science, 28, 204-223.
• Bartunek, J. M., & Moch, M. K. (1987). First-order, second-order, and third-order change and organization development interventions : A cognitive approach. Journal of Applied Behavioral Science, 23, 483-500.
• Birbaum, M. H. (2004). Human research and data collection via the internet. Annual Review of Psychology, 55, 803-832.
• Bobko, P. R. (2001). Correlation and regression : Applications for industrial organizational psychology and management. Thousand Oaks, CA : Sage Publications.
• Bovey, W. H., & Hede, A. (2001). Resistance to organizational change : The role of cognitive and affective processes. Leadership & Organization Development Journal, 22, 372-82.
• Brockner, J. (2010). A contemporary look at organizational justice : Multiplying insult times injury. New York : Routledge, Taylor and Francis Group.
• Brockner, J., & Higgins, E. T. (2001). Regulatory focus theory : Its implications for the study of emotions in the workplace. Organizational Behavior and Human Decision Processes, 86, 35-66.
• Coch, L., & French, J. R. P., Jr. (1948). Overcoming resistance to change. Human Relations, 1, 512-532.
• Colquitt, J. A. (2001). On the dimensionality of organizational justice : A construct validation of a measure. Journal of Applied Psychology, 86, 386-400.
• Colquitt, J. A., Scott, B. A., Judge, T. A., & Shaw, J. C. (2006). Justice and personality : Using integrative theories to derive moderators of justice effects. Organizational Behavior and Human Decision Processes, 100, 110-127.
• Conner, D. (1992). Managing at the speed of change : How resilient managers succeed and prosper where others fail (1st ed.). New York : Villar Books.
• Crino, M. D. (1994). Employee sabotage : A random or preventable phenomenon? Journal of Managerial Issues, 6(3), 311-330.
• Dent, E. B., & Goldberg, S. G. (1999). Challenging “Resistance to change”. Journal of Applied Behavioral Science, 35, 25-41.
• Elliot, A. J. (2008). Handbook of approach and avoidance motivation. Mahwah, NJ : Lawrence Erlbaum Associates.
• Erwin, D. G., & Garman, A. N. (2010). Resistance to organizational change : Linking research and practice. Leadership & Organization Development Journal, 31(1), 39-56.
• Festinger, L. (1957). A theory of cognitive dissonance. Evanston, IL : Row, Peterson.
• Fiske, S. T., & Taylor, S. E. (1991). Social cognition (2nd ed.). Reading, MA : Addison-Wesley.
• Folger, R. (1986). Rethinking equity theory : A referent cognitions model. In H. M. Bierhoff, R. L. Cohen & J. Greenberg (Eds.), Justice in social relations (pp. 145-162). New York : Plenum.
• Folger, R. (1993). Reactions to Mistreatment at Work. In K. Murnighan (Eds.), Social Psychology in organizations : Advances in theory and research (pp. 161-183). Englewood Cliffs, NJ : Prentice-Hall.
• Folger, R., & Cropanzano, R. (1998). Organizational justice and human resource management. Thousand Oaks, CA : Sage Publications.
• Folger, R., & Cropanzano, R. (2001). Fairness Theory : Justice as accountability. In J. Greenberg & R. Cropanzano (Eds.), Advances in organizational justice (pp. 1-55). Stanford, CA : Stanford University Press.
• Folger, R., & Skarlicki, D. P. (1999). Unfairness and resistance to change : Hardship as mistreatment. Journal of Organizational Change Management, 12(1), 35-50.
• Ford, J. D., Ford, L. W., & D’Amelio, A. (2008). Resistance to change : The rest of the story. Academy of Management Review, 33, 362-377.
• Foster, R. D. (2010). Resistance, justice, and commitment to change. Human Resource Development Quarterly, 21, 3-39.
• Furst, S. A., & Cable, D. M. (2008) Reducing employee resistance to organizational change : Managerial influence tactics and leader-member exchange. Journal of Applied Psychology, 93, 453-462.
• George, J. M., & Jones, G. R. (2001). Towards a process model of individual change in organizations. Human Relations, 54(4), 419-444.
• Giangreco, A., & Peccei, R. (2005). The nature and antecedents of middle manager resistance to change : Evidence from an Italian context. International Journal of Human Resource Management, 16(10), 1812-1829.
• Goldsmith, R. E. (1984). Personality characteristics associated with adaptation-innovation. Journal of Psychology, 117(2), 159-165.
• Heider, F. F. (1946). Attitudes and cognitive organization. Journal of Psychology : Interdisciplinary and Applied, 21, 107-112. doi :10.1080/00223980.1946.9917275
• Herscovitch, L. (2003). Resistance to organizational change : Toward a multidimensional conceptualization. Unpublished doctoral thesis. The University of Western Ontario, London, Ontario, Canada.
• Higgins, E. T. (1997). Beyond pleasure and pain. American Psychologist, 52, 1280-1300.
• Horwath, M., Mabry, E. L., & Wasko, L. E. (2004/April). Construction of a fairness theory counterfactuals measure. Poster session presented at the 19^th annual conference of the Society for Industrial and Organizational Psychology, Chicago, IL.
• Judge, T. A., Locke, E. A., Durham, C. C., & Kluger, A. N. (1998). Dispositional effects on job and life satisfaction : The rôle of core evaluations. Journal of Applied Psychology, 83, 17-34.
• Judge, T. A., Thorensen, C. J., Pucik, V., & Welbourne, T. M. (1999). Managerial coping with organizational change : A dispositional perspective. Journal of Applied Psychology, 84, 107-122.
• Kanter, R. M. (1985). Managing the human side of change. Management Review, 74, 52-56.
• Lau, C. M., & Woodman, R. W. (1995). Understanding organizational change : A schematic perspective. Academy of Management Journal, 38, 537-554.
• Lines, R. (2005). The structure and function of attitudes toward organizational change. Human Resource Development Review, 2, 1-25.
• McCrae, R. R., & Costa, P. T. (1991). Adding liebe and arbeit : The full five-factor model and well-being. Personality and Social Psychology Bulletin, 17(2), 227-232.
• Nicklin, J. M., Greenbaum, R., McNall, L. A., Folger, R., & Williams, K. J. (2011). The importance of contextual variables when judging fairness : An examination of counterfactual thoughts and fairness theory. Organizational Behavior and Human Decision Processes, 114, 127-141.
• Oreg, S. (2003). Resistance to change : Developing an individual differences measure. Journal of Applied Psychology, 88(4), 680-693.
• Oreg, S. (2006). Personality, context, and resistance to organizational change. European Journal of Work and Organizational Psychology, 15(1), 73-101.
• Oreg, S., Bayazit, M., Vakola, M., Arciniega, L., Armenakis, A., Barkauskiene, R.,… van Dam, K. (2008). Dispositional resistance to change : Measurement equivalence and the link to personal values across 17 nations. Journal of Applied Psychology, 93(4), 935-944. doi :10.1037/0021-9010.93.4.935
• Oreg, S., & Sverdlik, N. (2011). Ambivalence toward imposed change : The conflict between dispositional resistance to change and the orientation toward the change agent. Journal of Applied Psychology, 96(2), 337-349.
• Oreg, S., & van Dam, K. (2009). Organisational justice in the context of organisational change. Netherlands Journal of Psychology, 65(4), 127-135.
• Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence : A multidimensional view of attitudes toward an organizational change. The Academy of Management Review, 25, 783-794.
• Reips, U.-D. (2002). Standards for internet-based experimenting. Experimental Psychology, 49(4), 243-256.
• Robbins, T. L., Summers, T. P., & Miller, J. L. (2000). Intra- and inter-justice relationships : Assessing the direction. Human Relations, 53(10), 1329-1355.
• Rockeach, M. (1960). The open and closed mind. New York : Basik Books.
• Rolland, F. (2005). Les apports de la justice organisationnelle dans le cadre de décisions défavorables. Unpublished doctoral thesis. Université de Nice-Sophia Antipolis, France.
• Rosenberg, M. J., & Hovland, C. I. (1960). Cognitive, affective and behavioral components of attitudes. In M. J. Rosenberg (Ed.), Attitude organization and change (pp. 1-14). New Haven, CT : Yale University Press.
• Savoie, A., Bareil, C., Rondeau, A., & Boudrias, J.-S. (2004). Le changement organisationnel. In E. Brangier, A. Lancry & C. Louche (Eds.), Les dimensions humaines du travail. Théories et pratiques en psychologie du travail et des organisations (pp. 537-560). Nancy : Presses Universitaires de Nancy.
• Shi, J., Lin, H., Wang, L., & Wang, M. (2009). Linking the big five personality constructs to organizational justice. Social Behavior and Personality, 37, 209-222.
• Shrout, P. E., & Bolger, N. (2002). Mediation in experimental and nonexperimental studies : New procedures and recommendations. Psychological Methods, 7(4), 422-445.
• Skarlicki, D. P., & Folger, R. (1997). Retaliation in the workplace : The roles of distributive, procedural, and interactional justice. Journal of Applied Psychology, 82(3), 434-443.
• Skarlicki, D. P., Folger, R., & Tesluk, P. (1999). Personality as a moderator in the relationship between fairness and retaliation. Academy of Management Journal, 42(1), 100-108.
• Skitka, L., & Sargis, E. G. (2006). The internet as psychological laboratory. Annual Review of Psychology, 57, 529-555.
• Sobel, M. E. (1982). Asymptotic confidence intervals for indirect effects in structural equation models. In S. Leinhardt (Ed.), Sociological Methodology (pp. 290-312). Washington, DC : American Sociological Association.
• Steiner, D. D., & Rolland, F. (2006). Comment réussir l’introduction de changements : les apports de la justice organisationnelle. In C. Lévy-Leboyer, C. Louche & J. P. Rolland (Eds.), RH : Les Apports de la Psychologie du Travail. 2. Management des Organisations (pp. 53-69). Paris : Editions d’organisation.
• van Dam, K., Oreg, S., & Schyns, B. (2008), Daily work contexts and resistance to organizational change : The role of leader-member exchange, perceived development climate, and change process quality. Applied Psychology : An International Review, 57(2), 313-334.
• van den Bos, K., & Lind, E. A. (2002). Uncertainty management by means of fairness judgments. In M. P. Zanna (Ed.), Advances in experimental social psychology (Vol. 34, pp. 1-60). San Diego, CA : Academic Press, Inc.
• Wanberg, C. R., & Banas, J. T. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85, 132-142.
• Watson, G. (1971). Resistance to change. American Behavioral Scientist, 14, 745-766.
• Zaal, M. P., Van Laar, C., Ståhl, T., Ellemers, N., & Derks, B. (2011). By any means necessary : The effects of regulatory focus and moral conviction on hostile and benevolent collective action. British Journal of Social Psychology, 50(4), 670-689.
• Zander, A. (1950). Resistance to change-its analysis and preventions. Advanced Management Journal, 15, 9-11.