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Journal articles on the topic 'Attitude change'

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Published: 4 June 2021
Last updated: 3 March 2023

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1

Albarracin, Dolores, and Sharon Shavitt. "Attitudes and Attitude Change." Annual Review of Psychology 69, no. 1 (January 4, 2018): 299–327. http://dx.doi.org/10.1146/annurev-psych-122216-011911.

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2

Chaiken, S., and C. Stangor. "Attitudes and Attitude Change." Annual Review of Psychology 38, no. 1 (January 1987): 575–630. http://dx.doi.org/10.1146/annurev.ps.38.020187.003043.

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3

Tesser, A., and D. R. Shaffer. "Attitudes and Attitude Change." Annual Review of Psychology 41, no. 1 (January 1990): 479–523. http://dx.doi.org/10.1146/annurev.ps.41.020190.002403.

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4

Olson, James M., and Mark P. Zanna. "Attitudes and Attitude Change." Annual Review of Psychology 44, no. 1 (January 1993): 117–54. http://dx.doi.org/10.1146/annurev.ps.44.020193.001001.

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Bohner, Gerd, and Nina Dickel. "Attitudes and Attitude Change." Annual Review of Psychology 62, no. 1 (January 10, 2011): 391–417. http://dx.doi.org/10.1146/annurev.psych.121208.131609.

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6

Petty, Richard E., Duane T. Wegener, and Leandre R. Fabrigar. "ATTITUDES AND ATTITUDE CHANGE." Annual Review of Psychology 48, no. 1 (February 1997): 609–47. http://dx.doi.org/10.1146/annurev.psych.48.1.609.

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7

Vaughan-Johnston, Thomas I., Leandre R. Fabrigar, Ji Xia, Kenneth G. DeMarree, and Jason K. Clark. "Desired attitudes guide actual attitude change." Journal of Experimental Social Psychology 105 (March 2023): 104437. http://dx.doi.org/10.1016/j.jesp.2022.104437.

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8

Rawlings, Craig M. "Cognitive Authority and the Constraint of Attitude Change in Groups." American Sociological Review 85, no. 6 (November 12, 2020): 992–1021. http://dx.doi.org/10.1177/0003122420967305.

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Are individuals’ attitudes constrained such that it is difficult to change one attitude without also changing other attitudes? Given a lack of longitudinal studies in real-world settings, it remains unclear if individuals have coherent attitude systems at all—and, if they do, what produces attitude constraint. I argue and show that groups can endogenously produce attitude constraint via cognitive authorities. Within groups, cognitive authorities explicitly link attitudes and generate feelings of connectedness among members, thereby facilitating the interpersonal processing of attitudes. Using data on interpersonal sentiment relations and attitude changes among members of intentional communities, I find cognitive authorities constrain attitudes via two mechanisms: (1) interpersonal tensions when attitudes and sentiment relations are misaligned (i.e., balance dynamics), and (2) social influence processes leading to attitude changes that are concordant with the group’s attitude system (i.e., constraint satisfaction). These findings imply that attitude change models based exclusively on interpersonal contagion or individual drives for cognitive consistency overlook important ways group structures affect how individuals feel and think.
9

Griffin, Stephen. "Attitude change." Nursing Standard 15, no. 34 (May 9, 2001): 12. http://dx.doi.org/10.7748/ns.15.34.12.s28.

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10

Senf, Janet H., Mikel Aickin, Kay A. Bauman, and James R. Allender. "Attitude Change." Evaluation Review 13, no. 5 (October 1989): 550–56. http://dx.doi.org/10.1177/0193841x8901300506.

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11

Krosnick, Jon A. "Attitude importance and attitude change." Journal of Experimental Social Psychology 24, no. 3 (May 1988): 240–55. http://dx.doi.org/10.1016/0022-1031(88)90038-8.

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12

Johansson-Love, Jill, and James H. Geer. "Investigation of Attitude Change in a Rape Prevention Program." Journal of Interpersonal Violence 18, no. 1 (January 2003): 84–99. http://dx.doi.org/10.1177/0886260502238542.

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This study investigated the effect of previously held rape myth attitudes and the accessibility of those attitudes on attitude change produced by a videotape previously used in successful rape prevention programs. Participants were 151 volunteering undergraduate males at a large southern university. Analyses revealed that participants were consistent in their responding over time. These findings argued that the data were reliable. Consistent with previous research, it was found that a commercially available videotape designed to reduce rape myth attitudes was effective. Rape myth attitudes were lower at both the immediate and the subsequent (2 weeks) assessments. The variables of Attitude Accessibility and previously held Rape Myth Attitude Levels were hypothesized to be related to both attitude change and memory for the material designed to change attitudes. However, although rape myth attitudes were lowered, the effect was unrelated to previously held Rape Myth Attitude Level or Attitude Accessibility.
13

Singh, Rajesh. "Attitude Change Through Training : A Follow-Up Study." Vision: The Journal of Business Perspective 2, no. 1 (January 1998): 39–44. http://dx.doi.org/10.1177/09722629x98002001007.

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The article highlights the role of training in bringing about attitude change. It focusses upon the impact of imparting behavioural skills through a training programme to bring about attitude change leading to better performance with specific reference to three work related attitudes: Positive Attitude towards work, Personalised Attitude and Cooperative Attitude. The study was conducted on 35 (Thirty Five) officers belonging to different Central/State Government/PSU/Nationalised Banks etc. The results showed that training does bring about a change in attitudes. Credibility of the communicator; Experience based training through Management Games/Exercises and Group Discussion emerged as factors fascilitating the attitude change. The implications of the study are also discussed.
14

Verplanken, Bas, and Sheina Orbell. "Attitudes, Habits, and Behavior Change." Annual Review of Psychology 73, no. 1 (January 4, 2022): 327–52. http://dx.doi.org/10.1146/annurev-psych-020821-011744.

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Efforts to guide peoples’ behavior toward environmental sustainability, good health, or new products have emphasized informational and attitude change strategies. There is evidence that changing attitudes leads to changes in behavior, yet this approach takes insufficient account of the nature and operation of habits, which form boundary conditions for attitude-directed interventions. Integration of research on attitudes and habits might enable investigators to identify when and how behavior change strategies will be most effective. How might attitudinally driven behavior change be consolidated into lasting habits? How do habits protect the individual against the vicissitudes of attitudes and temptations and promote goal achievement? How might attitudinal approaches aiming to change habits be improved by capitalizing on habit discontinuities and strategic planning? When and how might changing or creating habit architecture shape habits directly? A systematic approach to these questions might help move behavior change efforts from attitude change strategies to habit change strategies.
15

Clarkson, Joshua J., Zakary L. Tormala, and Derek D. Rucker. "Cognitive and Affective Matching Effects in Persuasion." Personality and Social Psychology Bulletin 37, no. 11 (July 6, 2011): 1415–27. http://dx.doi.org/10.1177/0146167211413394.

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Past research suggests that cognitive and affective attitudes are more open to change toward cognitive and affective (i.e., matched) persuasive attacks, respectively. The present research investigates how attitude certainty influences this openness. Although an extensive literature suggests that certainty generally reduces an attitude’s openness to change, the authors explore the possibility that certainty might increase an attitude’s openness to change in the context of affective or cognitive appeals. Based on the recently proposed amplification hypothesis, the authors posit that high (vs. low) attitude certainty will boost the resistance of attitudes to mismatched attacks (e.g., affective attitudes attacked by cognitive messages) but boost the openness of attitudes to matched attacks (e.g., affective attitudes attacked by affective messages). Two experiments provide support for this hypothesis. Implications for increasing the openness of attitudes to both matched and mismatched attacks are discussed.
16

Utami, Ami Fitri, and Moch Sandy Triady. "UNDERSTANDING ATTITUDE TOWARDS CHANGE." Jurnal Manajemen Indonesia 19, no. 3 (December 17, 2019): 210. http://dx.doi.org/10.25124/jmi.v19i3.2409.

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Business dynamics aimed to urge the organization to adapt in order to parlay their competitive advantage. By this, change attempts often inevitable as an effort to keep functioning on the dynamic condition. However, change in an organization is not easy, mainly when it deals with a human within the structure. This research aims to untangle the individual factor, which forms their attitude toward change. By this, the study determines two-variable such self-efficacy and employee’s trust in a leader as a predictor of the employee attitudes toward change. Through the sample of 50 employees from a company which facing a change in business process, it was found that employees’ self-efficacy and trust in leader positively related with the positive attitude toward change. Otherwise, the self-efficacy and trust in leader negatively influence the negative attitude toward change. Through the result, managers might gain insight that gaining trust in the executives and gaining employees’ trust within their ability is imperative to acquire a positive attitude towards change. Keywords—Attitude towards Change, Change, Self-Efficacy, Trust Abstrak Dinamika bisnis akan terus mendorong organisasi untuk melakukan perubahandemi mencapai keunggulan daya saing yang mumpuni. Namun,perubahan bukanlah hal yang mudah diterima oleh anggota organisasi, terutama saat hal tersebut berimplikasi langsung terhadapmereka sebagai individu. Penelitian ini bertujuan untuk memahami bagaimana pengaruh antara keyakinan diri atau self-efficacydan rasa percaya terhadap pemimpin atau trust in leader terhadap respon akan perubahan yang terjadi. Dengan menggunakan sampel sebanyak 50 karyawan dari satu organisasi yang sedang melakukan restrukturisasi ditemjkan bahwa baik rasa keyakinan akan kemampuan diri serta rasa percaya terhadap pemimpin dapat mempengaruhi respon karyawan terhadap perubahan yang ada. Kata kunci—Attitude towards Change, Change, Self-Efficacy, Trust
17

Glaser, Tina, Nina Dickel, Benjamin Liersch, Jonas Rees, Philipp Süssenbach, and Gerd Bohner. "Lateral Attitude Change." Personality and Social Psychology Review 19, no. 3 (August 6, 2014): 257–76. http://dx.doi.org/10.1177/1088868314546489.

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18

Jones, William E. "FDA attitude change?" Journal of Equine Veterinary Science 16, no. 3 (March 1996): 89–99. http://dx.doi.org/10.1016/s0737-0806(96)80036-0.

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19

Anghelache, Valerica, and Cristina Corina Benţea. "Educational changes and teachers’ attitude towards change." Procedia - Social and Behavioral Sciences 33 (2012): 593–97. http://dx.doi.org/10.1016/j.sbspro.2012.01.190.

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20

Tesser, Abraham, Dan Whitaker, Leonard Martin, and David Ward. "Attitude heritability, attitude change and physiological responsivity." Personality and Individual Differences 24, no. 1 (January 1998): 89–96. http://dx.doi.org/10.1016/s0191-8869(97)00137-2.

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21

Long III, Robert W. "Exploring Japanese Student Attitude Change to Gendered Interactions." International Journal of Languages, Literature and Linguistics 4, no. 1 (March 2018): 56–60. http://dx.doi.org/10.18178/ijlll.2018.4.1.150.

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22

Wiley, James B., John E. Hunter, Jeffery E. Danes, and Stanley H. Cohen. "Mathematical Models of Attitude Change: Change in Single Attitudes and Cognitive Structure." Journal of Marketing Research 24, no. 2 (May 1987): 235. http://dx.doi.org/10.2307/3151515.

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23

Na, Eun-Yeong. "Is Biased Processing of Strong Attitudes Peripheral? An Extension of the Dual Process Models of Attitude Change." Psychological Reports 85, no. 2 (October 1999): 589–605. http://dx.doi.org/10.2466/pr0.1999.85.2.589.

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It was suggested that the dual process models of attitude change should be extended to include the biased processing of strong attitudes. The main hypothesis of the extended model is that too much involvement intrinsic in strong attitudes may hinder objective processing, resulting in resistance to change even under strong message. Both attitude change and cognitive response measures in a 3 (attitude strength) x 2 (message quality) factorial design experiment supported the extended model. Only the holders of moderate attitudes showed greater attitude change when given a strong, rather than a weak, message. When given a strong message, holders of strong attitudes showed a boomerang effect by generating relatively greater counter-arguments (implying a central but biased processing with high motivation) in contrast with holders of weak attitudes who generated indifferent appeals and greater change in attitude regardless of the quality of the argument (implying a peripheral processing with low motivation).
24

Sénémeaud, Cécile, and Alain Somat. "Dissonance Arousal and Persistence in Attitude Change." Swiss Journal of Psychology 68, no. 1 (February 2009): 25–31. http://dx.doi.org/10.1024/1421-0185.68.1.25.

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If dissonance theory rightly predicts short-term attitude changes, it has yet to prove its ability to predict long-term changes. Therefore, this paper will try to assess the persistence in attitude change following dissonance arousal in an induced-compliance paradigm. To this end, undergraduate students took part in two induced-compliance experiments (N = 52 in Study 1 and N = 40 in Study 2) following a 2 (free choice vs. no choice) X 2 (time of measure: short vs. long term) mixed design. The attitude change was measured immediately after the counterattitudinal essay and one month later. The results suggest that dissonance-provoked attitude change is durable over time. In fact, only the participants in the free-choice condition changed their attitude in the short term; their attitude change persisted one month after the experimental situation.
25

Kaya, Gulsah, Zeliha Koc, Dilek Kiymaz, and Tugba Cinarli. "Factors affecting the attitudes of nurses towards change." New Trends and Issues Proceedings on Advances in Pure and Applied Sciences, no. 11 (September 2, 2019): 18–29. http://dx.doi.org/10.18844/gjpaas.v0i11.4309.

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This study was conducted as descriptive with an aim to determine the factors affecting the attitudes of nurses towards change. The study was conducted with the participation of 178 nurses in state hospital between October 10, 2017 and January 30, 2018. The data were collected using a questionnaire consisting of 24 questions, and the Attitude Against Change Scale consisting of 29 items. In the evaluation of the data, descriptive statistics, One-Way Anova, t-test, Kruskal–Wallis test and Mann–Whitney U test were used. The Attitude Against Change Scale score was determined as 56.82 ± 13.52. A meaningful relation was observed between the Attitude Against Change Scale score averages and certain sociodemographic characteristics of nurses (p < 0.05). It was determined in the study that the nurses between the ages of 30 and 39, having 8–15 years of profession had more positive attitudes towards change. Keywords: Change, attitude towards change, nurse.
26

Tipion, Jimmy L. "A Change in Attitude." HortScience 25, no. 9 (September 1990): 1002. http://dx.doi.org/10.21273/hortsci.25.9.1002.

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27

Gokhale, S. D. "Dynamics of Attitude Change." International Social Work 28, no. 4 (October 1985): 31–39. http://dx.doi.org/10.1177/002087288502800406.

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28

Tyler, Tom R., and Regina A. Schuller. "Aging and attitude change." Journal of Personality and Social Psychology 61, no. 5 (1991): 689–97. http://dx.doi.org/10.1037/0022-3514.61.5.689.

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29

Ben-Ari, Adital Tirosh. "An Experiential Attitude Change." Journal of Homosexuality 36, no. 2 (July 28, 1998): 59–71. http://dx.doi.org/10.1300/j082v36n02_05.

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30

Anastasopoulos, Petros G. "Tourism and attitude change." Annals of Tourism Research 19, no. 4 (January 1992): 629–42. http://dx.doi.org/10.1016/0160-7383(92)90058-w.

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31

Frye, G. D. Jay, Charles G. Lord, and Sara E. Brady. "Attitude Change Following Imagined Positive Actions Toward a Social Group: Do Memories Change Attitudes, or Attitudes Change Memories?" Social Cognition 30, no. 3 (June 2012): 307–22. http://dx.doi.org/10.1521/soco.2012.30.3.307.

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32

Linne, Roman, Tina Glaser, Katrin Pum, and Gerd Bohner. "Lateral Attitude Change: Stalking the Elusive Displacement Effect." Social Cognition 38, no. 4 (August 2020): 324–53. http://dx.doi.org/10.1521/soco.2020.38.4.324.

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Recent theorizing (Glaser et al., 2015, Personality and Social Psychology Review) distinguishes two types of lateral attitude change (LAC): generalization, where explicit attitude change toward a focal object transfers to lateral (= related) objects, and displacement, where only lateral (but not focal) attitudes change. Three experiments tested the hypothesis that generalization versus displacement effects depend on acceptance versus rejection of focal attitude change. Participants (total n = 471) read positive and negative ratings of different products that served as focal attitude objects. Subsequent attitude change toward focal products generalized to lateral products as a function of similarity (Experiments 1–3) and of induced preference for consistency (Experiment. 3). However, manipulations designed to induce rejection of focal change by telling participants not to trust the information presented were not successful: Instead of displacement, they produced attenuated generalization (Experiments 1–3). Theoretical and methodological implications are discussed.
33

Hower, Kira Isabel, Holger Pfaff, Christoph Kowalski, Michel Wensing, and Lena Ansmann. "Measuring change attitudes in health care organizations." Journal of Health Organization and Management 33, no. 3 (May 20, 2019): 266–85. http://dx.doi.org/10.1108/jhom-06-2018-0177.

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Purpose Measuring attitudes of healthcare providers and managers toward change in health care organizations (HCOs) has been of widespread interest. The purpose of this paper is to evaluate the psychometric characteristics and usability of an abbreviated German version of the Change Attitude Scale. Design/methodology/approach The Change Attitude Scale was used in a survey of healthcare providers and managers in German hospitals after the implementation of a breast cancer center concept. Reliability analysis, confirmatory factor analysis, structural equation modeling and bivariate analysis were conducted. Findings Data from 191 key persons in 82 hospitals were analyzed. The item-scale structure produced an acceptable model fit. Convergent validity was shown by significant correlations with measures of individuals’ general opinions of the breast center concept. A non-significant correlation with a scale measuring the hospital’s hierarchical structure of leadership verified discriminant validity. The interaction of key persons’ change attitude and hospitals’ change performance through change culture as a mediator supported the predictive validity. Research limitations/implications The study found general support for the validity and usability of a short version of the German Change Attitude Scale. Practical implications Since attitudes toward change influence successful implementation, the survey may be used to tailor the design of implementation programs and to create a sustainable culture of high readiness for change. Originality/value This is the first study finding that a short instrument can be used to measure attitudes toward change among healthcare providers and managers in HCOs.
34

Syafrikurniasari, Nuri, and Safira Putri Widiani. "Pengaruh Pesan Kampanye No Straw Movement Di Media Sosial Terhadap Perubahan Sikap Publik." LUGAS Jurnal Komunikasi 4, no. 1 (June 29, 2020): 17–26. http://dx.doi.org/10.31334/lugas.v4i1.937.

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The purpose of this research was to analyze the effect of the #NoStrawMovement message campaign conducted by KFC Indonesia on changes in community attitudes. This research used quantitative research methods by using a questionnaire for 100 Instagram followers @KFCIndonesia. The sampling technique used is nonprobability sample with purposive sampling. The theory used was the theory of attitude change, namely the Reinforcement theory introduced by Hovland, Janis, and Kelly (1967). The data analysis technique used is the Likert scale, linear regression, and t-test and the results data were processed using the SPSS program. The results showed the #NoStrawMovement campaign message had an influence on changes in people's attitudes, seen from the influence of the variable X (campaign message) on variable Y (attitude change) of 0,318, meant the variable X (campaign message) 1 unit will increase the Y variable (attitude change) by 0,318 units. In addition, the coefficient of determination (R2) is 0,462. This proves that the variation of variable Y (attitude change) can be explained with variable X (campaign message) of 46,2% while the other 53.8% are explained by other factors not included in this study.
35

Ololube, Nwachukwu Prince, and Dennis Ogutum Ololube. "Organizational Change Management." International Journal of Applied Management Sciences and Engineering 4, no. 1 (January 2017): 25–42. http://dx.doi.org/10.4018/ijamse.2017010103.

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Change management is a continuous method used in transitioning individual employee, groups, and organizations to an anticipated future change. It focuses on the change management processes that addresses individual employee, groups and organizational factors that acts as catalyst for possible changes in organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switchover to an anticipated new role in the proposed business environment. This current study evaluated the relationship between leadership perception, attitudes and application towards organizational change. Using a structured questionnaire, principal officers, their deputies and faculty perceptions were analyzed and the results revealed that though change matrix are often painful and chaotic, however, significant relationship was found between employee perception, attitude, application and organizational change. The study recommends that Nigerian universities should be proactive in the implementation of changes to improve their employees' perception, attitude and application towards organizational change.
36

MacDonald, Geoff, and Paul R. Nail. "Attitude change and the public-private attitude distinction." British Journal of Social Psychology 44, no. 1 (March 2005): 15–28. http://dx.doi.org/10.1348/014466604x23437.

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37

Gawronski, Bertram, Skylar M. Brannon, Katarina Blask, and Eva Walther. "Exploring the Contextual Renewal of Conditioned Attitudes After Counterconditioning." Social Cognition 38, no. 4 (August 2020): 287–323. http://dx.doi.org/10.1521/soco.2020.38.4.287.

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Research on contextualized attitude change suggests that, even when coun-terattitudinal information effectively influences evaluations in the context in which this information was learned, previously formed attitudes sometimes continue to determine evaluations in any other context (contextual renewal). Expanding on evidence for contextual renewal in attitude change based on verbal information, five experiments tested the emergence of contextual renewal in evaluative conditioning, involving pairings of a conditioned stimulus with a valenced unconditioned stimulus. Counter to the notion of contextual renewal, counterconditioning changed initially conditioned attitudes to the same extent irrespective of the context. Verbal information presented with the same procedural parameters produced contextual renewal effects only when evaluations were not measured between the formation of initial attitudes and the learning of counterattitudinal information. The results suggest two previously unidentified boundary conditions of contextualized attitude change that need to be reconciled with extant theories of evaluative learning.
38

McIntosh, Everton G. "Presidential Debates and Change in Students' Attitude." Psychological Reports 90, no. 1 (February 2002): 326. http://dx.doi.org/10.2466/pr0.2002.90.1.326.

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The effects of debates on influencing potential voters' attitudes were assessed in a group of 45 undergraduates who watched the third presidential debate of election year 2000 between candidates Bush and Gore. A repeated measures t test indicated a significant change in immediate ratings of attitude from pretest to posttest, with Gore being rated higher at posttest.
39

Rind, Zainulabdin. "Theories of Attitude: Implications for Head Teachers." Sukkur IBA Journal of Educational Sciences and Technologies 1, no. 2 (February 2, 2022): 47–52. http://dx.doi.org/10.30537/sjest.v1i2.1021.

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The basic assumption of the consistencies theories is that there must be consistency between attitude and behaviours. On another side, the functional theories explain that changing attitudes requires understanding the motivations or their function to individuals. The functional attitude theories also provide an explanation of why attitudes change. The social judgment theory of attitude change is based on the study of research literature and by practice. It shows the importance of people's previous attitudes. Most of the other approaches are just mild with the previous attitudes.
40

Van Overwalle, Frank, and Frank Siebler. "A Connectionist Model of Attitude Formation and Change." Personality and Social Psychology Review 9, no. 3 (August 2005): 231–74. http://dx.doi.org/10.1207/s15327957pspr0903_3.

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This article discusses a recurrent connectionist network, simulating empirical phenomena usually explained by current dual-process approaches of attitudes, thereby focusing on the processing mechanisms that may underlie both central and peripheral routes of persuasion. Major findings in attitude formation and change involving both processing modes are reviewed and modeled from a connectionist perspective. We use an autoassociative network architecture with a linear activation update and the delta learning algorithm for adjusting the connection weights. The network is applied to well-known experiments involving deliberative attitude formation, as well as the use of heuristics of length, consensus, expertise, and mood. All these empirical phenomena are successfully reproduced in the simulations. Moreover, the proposed model is shown to be consistent with algebraic models of attitude formation (Fishbein & Ajzen, 1975). The discussion centers on how the proposed network model may be used to unite and formalize current ideas and hypotheses on the processes underlying attitude acquisition and how it can be deployed to develop novel hypotheses in the attitude domain.
41

Nufer, Gerd. "Event Marketing and Attitude Changes." Journal of International Business Research and Marketing 1, no. 3 (2015): 44–49. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.13.3004.

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The most important objective of event marketing is to improve the image of a brand or a company. The paper presents an image transfer model for event marketing. Based on current research, an image transfer model for event marketing is developed and the conditions required for an image transfer to take place from an event to a brand or a company are explained. Depending on which conditions are met, there are different consequences with regard to the image transfer from the event to the brand or company that are structured and characterized in detail. The image transfer model is developed against the backdrop of selected event types often used in actual practice. The focus of its application lies mainly in brand-oriented leisure and infotainment events directed towards external target groups. The model provides a discussion and analysis of the impact category of the image transfer in event marketing. The paper explains that the possibility of an attitude change is given within the context of event marketing. The presented model serves to structure the image transfer in event marketing. It is intended to illustrate the steps that are involved in the emergence of an image transfer as well as the resulting alternative consequences.
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SINSON, J. C., and C. L. S. STAINTON. "AN INVESTIGATION INTO ATTITUDES (AND ATTITUDE CHANGE) TOWARDS MENTAL HANDICAP." British Journal of Mental Subnormality 36, no. 70 (January 1990): 53–64. http://dx.doi.org/10.1179/bjms.1990.006.

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43

Brunner, Thomas A., Mathilde Delley, and Christoph Denkel. "Consumers’ attitudes and change of attitude toward 3D-printed food." Food Quality and Preference 68 (September 2018): 389–96. http://dx.doi.org/10.1016/j.foodqual.2017.12.010.

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44

Furxhi, Gentisa. "Employee’s Resistance and Organizational Change Factors." European Journal of Business and Management Research 6, no. 2 (March 12, 2021): 30–32. http://dx.doi.org/10.24018/ejbmr.2021.6.2.759.

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Organizations need to change due to challenges they are facing caused by the dynamic environment where they operate. Also, organizations undertake changes because they have new ideas to improve their performance. So, organizational changes are imposed by factors of external or internal environment. The aim of every change is to improve organizational performance by increasing its effectiveness. Sometimes, changes are proposed during crises time. In crisis’s situation, organizations need to cut their costs, and the most common change is reducing staff. In every situation, change is something new for employees. Change affect employees because they are going to implement it. They can show positive attitude/behavior (readiness to change) or negative attitude/behavior (resistance to change) to proposed change. When employees show positive attitude, they agree on change and they are motivated to implement it. On the other hand, negative attitudes reflect that employees do not agree to organizational change. They are not motivated to involve in organizational change and sometimes they refuse it. Change managers are interested to have employees which are motivated and opened to change because this can lead to a successful change management process. On the other side, resistance to change can lead to the failure of change, because resistance may create costs and delays into change management process. This paper will explain which factors impose organizations to undertake changes time to time. Also, it will analyze how employees behave during organizational change. The aim of this paper is to explain why employees resist to organizational change and how can change managers reduce employees resistance.
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Wiles, Rebecca, and Troy E. Hall. "Can Interpretive Messages Change Park Visitors’ Views on Wildland Fire?" Journal of Interpretation Research 10, no. 2 (November 2005): 18–34. http://dx.doi.org/10.1177/109258720501000203.

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This study evaluated the effect of differently formulated interpretive messages embedded in a 90-minute guided tour on Mesa Verde National Park visitors’ knowledge and attitudes about wildland fire. Using a Solomon four-group experimental design, 31 different groups of visitors ( N=496) received affective arguments, cognitive arguments, a combination of arguments, or no persuasive argument. All persuasive programs led to significant increases (one to two points) on a five-question knowledge scale and two attitude scales, although the three treatments did not differ in their effects. Attitudes became slightly more positive about the ecological role of fire and less negative about the destructive nature of fire. A slight priming effect of the pre-test was found for one measure but there were no effects on other measures, supporting the external validity of study findings. Attitude and knowledge changes related to fire were greater for those who had weaker prior attitudes or lower prior levels of knowledge. Counter to hypotheses, the personal relevance of fire and need for cognition did not exhibit a significant relationship to knowledge gain or attitude change.
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Wiley, James B. "Book Review: Mathematical Models of Attitude Change: Change in Single Attitudes and Cognitive Structure." Journal of Marketing Research 24, no. 2 (May 1987): 235–36. http://dx.doi.org/10.1177/002224378702400212.

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47

Kenny, Christopher B. "The Microenvironment of Attitude Change." Journal of Politics 56, no. 3 (August 1994): 715–28. http://dx.doi.org/10.2307/2132189.

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48

MacKuen, Michael, and Courtney Brown. "Political Context and Attitude Change." American Political Science Review 81, no. 2 (June 1987): 471–90. http://dx.doi.org/10.2307/1961962.

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Political context has an important impact on individual attitude change. This is an analysis of the dynamic effects of contextual variables. Drawing on data taken from the American National Election Study (ANES) panel study, we demonstrate that the environment shapes the way the citizen views politics. While varying in degree, the results hold for a broad (county-level) and a narrow (residential neighborhood-level) definition of the relevant context. The patterns involved suggest that citizens' evaluations of candidates and parties are most directly influenced by what their neighbors are saying at the moment, that is to say, the content of current discussion. In contrast, citizens' self-identification evinces sensitivity to the more stable partisan character of the environment. The results indicate that the impact of social influence is crucially dependent on the nature of contemporary political debate and that the social setting serves as an intervening mechanism in the broader communication system and not merely as an exogenous source for political information.
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SASAKI, Masashi. "Organizational socialization and attitude change." Japanese Journal of Administrative Science 5, no. 2 (1990): 59–66. http://dx.doi.org/10.5651/jaas.5.59.

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Laking, Paul J. "Attitude to Handicap: measuring change." Medical Teacher 10, no. 3-4 (January 1988): 297–303. http://dx.doi.org/10.3109/01421598809006614.

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