RTC-11: adaptation of the Resistance to Change Scale in two countries (Spain and Argentina)

• Autores: María Boada Cuerva, Joan Boada i Grau, Aldo Javier Prizmic Kuzmica, Natalia Gimena de Diego, Andreu Vigil i Colet
• Localización: Anales de psicología, ISSN-e 1695-2294, ISSN 0212-9728, Vol. 34, Nº. 2, 2018, págs. 360-367
• Idioma: inglés
• DOI: 10.6018/analesps.34.2.286721
• Títulos paralelos:
  • RTC-11: adaptación de la escala de resistencia al cambio en dos países (España y Argentina)
• Enlaces
  • Texto completo
• Resumen
  • español

    Background: Resistance to change is the tendency to resist or avoid making changes; in addition, change is perceived as aversive. Resistance to change is a professional competence that can be evaluated. Objective:

    To adapt from the original English into Spanish the Resistance to Change Scale (RTC) by Oreg (2003) in two countries, Spain and Argentina.

    Method: The participants were 482 employed workers from Spain (Study 1) and 171 managers from Argentina (Study 2). Results: The results are presented in two studies and an unifactorial structure is demonstrated after exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) are performed. The factor obtained has adequate reliability and evidence of validity is also confirmed if some external correlates and certain scales dealing with pro/anti-change behaviors, self-efficacy, the hardy personality and impulsivity are taken as references. Conclusions: This scale could be an ideal instrument for correctly identifying RTC and it can be used as a screening tool in combination with other instruments.

  • English

    Antecedentes: La resistencia al cambio es la tendencia a resistir o evitar hacer cambios; además, el cambio se percibe como aversivo. La resistencia al cambio es una competencia profesional que puede ser evaluada.

    Objetivo: Ha sido realizar una adaptación al español de la Resistance to Change Scale (RTC) de Oreg (2003) del original inglés en dos países, España y Argentina. Método: Los participantes son 482 empleados de Espa- ña (Estudio 1) y 171 directivos de Argentina (Estudio 2). Resultados: Se presentan los resultados en dos estudios y se demuestra una estructura unifactorial, después de realizar el análisis factorial exploratorio (EFA) y el análisis factorial confirmatorio (CFA). Además, el factor obtenido tiene una fiabilidad adecuada e igualmente se constatan evidencias de validez si se toman como referencia algunos correlatos externos y algunas escalas que hacen referencia a conductas pro/anti-cambio (pro/anti-change behaviors), la autoeficacia (self-efficacy), la personalidad resistente (hardy personality) y la impulsividad (impulsivity). Conclusiones: la presente escala puede resultar idó- nea para identificar de manera apropiada la RTC y puede ser utilizada como una herramienta de screening en combinación con otros instrumentos

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