This article aims to clarify the concept of change fatigue and deems further exploration of the concept within the discipline of nursing is relevant and necessary. The concept of change fatigue has evolved from the discipline of management as a means to explore organization change and its associated triumphs and failures. Change fatigue has typically been described as one and the same as change resistance, with very little literature acknowledging that they are in fact distinct concepts. Concept clarification has highlighted the striking differences and few similarities that exist between the concepts of change fatigue and change resistance. Further exploration and subsequent research on the concept of change fatigue is needed within the discipline of nursing. The concept not only presents new and alternative perspectives on the processes of organization change, but provides opportunity for theory development that recognizes the impact organizational change has on nurses’ work lives.
AbrahamR. (2000). Organizational cynicism: Bases and consequences. Genetic, Social and General Psychology Monographs, 126, 269-292.
2.
ArmenakisA. A.BedianA. G. (1999). Organizational change: A review of theory and research in the 1990’s. Journal of Management, 25, 293-315
3.
AxelssonR. (2000). The organizational pendulum—Healthcare management in Sweden 1865-1998. Scandinavian Journal of Public Health, 28(1), 47-53.
4.
Beil-HildebrandM. B. (2005). Instilling and distilling a reputation for institutional excellence: A critical reflection on organising practice. Journal of Health Organization and Management, 19, 440-465.
5.
BernerthJ. B.WalkerH. J.HarrisS. G. (2011). Change fatigue: Development and initial validation of a new measure. Work & Stress, 25, 321-337.
6.
BrownM.CreganC. (2008). Organizational change cynicism: The role of employee involvement. Human Resource Management, 47, 667-686.
7.
BuchananD.FitzgeraldL.KetleyD.GollopR.JonesJ. L.NeathA.. (2005). No going back: A review of the literature on sustaining organizational change. International Journal of Management Reviews, 7(3), 189-189.
8.
BuchananD.FitzgeraldL. (2007). Improvement evaporation: why do successful changes decay? In BuchananD.FitzgeraldL.KetleyD. (Eds.), The sustainability and spread of organizational change (pp. 22-40). London: Routledge.
9.
CampbellM. (2000). Knowledge, gendered subjectivity, and the restructuring of health care: The case of the disappearing nurse, in NeysmithS. M. (Ed.), Restructuring caring labour: Discourse, state practice, and everyday life (pp. 186-208). Don Mills, Ontario, Canada: Oxford University Press.
CapraF. (2003). Life and leadership in organizations. In CapraF. (Ed.), The hidden connections: A science for sustainable living (pp. 97-129). New York, NY: Doubleday.
12.
ChinnP. L.KramerM. K. (2011). Integrated theory and knowledge development in nursing (8th ed.). St. Louis, MO: Elsevier Mosby.
13.
CochL.FrenchJ. (1948). Overcoming resistance to change. Human Relations, 1, 512-532.
14.
DeanJ. W.BrandesP.DharwadkarR. (1998). Organizational cynicism. Academy of Management Review, 23, 341-352.
ElrodP. D.TippettD. D. (2002). The “death valley” of change. Journal of Organizational Change Management, 15, 273-291.
17.
FreemanR. B.RogersJ. (1999). What workers want. Ithaca, NY: ILR Press.
18.
HanssonA.VingårdE.ArnetzB. B.AnderzénI. (2008). Organizational change, health, and sick leave among health care employees: A longitudinal study measuring stress markers, individual, and work site factors. Work & Stress, 22(1), 69-80.
19.
HarveyT. R. (1990). Checklist for change: A pragmatic approach to creating and controlling change. Boston, MA: Allyn and Bacon.
20.
JohnsonJ. L.O’Leary-KellyA. (2003). The effect of psychological contract breach and organizational cynicism: Not all social exchange violations are created equal. Journal of Organizational Behavior, 24, 627-647.
21.
KieferT. (2005). Feeling bad: Antecedents and consequences of negative emotions in ongoing change. Journal of Organizational Behavior, 26, 875-897.
22.
KotterJ. P. (2007). Leading change: Why transformation efforts fail. Harvard Business Review, 85(1), 96-103.
23.
LewinK. (1952). Group decision and social change. In SwansonG. E.NewcombT. M.HartleyE. L. (Eds.), Readings in social psychology (pp. 459-473). New York, NY: Henry Holt.
24.
MacIntoshR.BeechN.McQueenJ.ReidI. (2007). Overcoming change fatigue: Lessons from Glasgow’s national health service. Journal of Business Strategy, 28(6), 18-24.
25.
MashB. J.MayersP.ConradieH.OraynA.KuiperM.MaraisJ. (2008). How to manage organizational change and create practice teams: Experiences of South African primary health care health centre. Education for Health, 21(2), 1-14.
26.
MenningerW. W. (1975). The meaning of morale: a peace corps model. In MoynihamD. P. (Ed.), Business and society in change. New York, NY: American Telephone and Telegraph Co.
27.
Organization for Economic Co-operation and Development (OECD). (1975). Workers’ participation: Final report of an international management seminar convened by the OECD. Versailles, France: Author.
28.
PolitD.BeckC. (2012). Nursing research: Generating and assessing evidence for nursing practice, (9th ed.) Philadelphia, PA: Wolters Kluwer Health/Lippincott Williams & Wilkins.
ReineckC. (2007). Models of change. Journal of Nursing Administration, 37, 388-391.
31.
StensakerI. G.MeyerC. B. (2012). Change experience and employee reactions: Developing capabilities for change. Personnel Review, 41(1), 106-124.
32.
TorppaC. B.SmithK. L. (2011). Organizational change management: A test of the effectiveness of a communication plan. Communication Research Reports, 28(1), 62-73.
33.
UmikerW. (1997). How to prevent and cope with resistance to change. Health Care Supervisor, 15(4), 35-41.
34.
ValusekJ. R. (2007). The change calendar: A tool to prevent change fatigue. Joint Commission Journal on Quality and Patient Safety/Joint Commission Resources, 33, 355-360.
35.
WallS. (2010). Critical perspectives in the study of nursing work. Journal of Health Organization and Management, 24, 145-166.
