in organizations. The paper investigates the analytical framing of „resistance “and the
„resistant employee “in established German literature on change management. The analysis
reveals three main messages referring the c ha ra c te ristic sof re sista nc ea nd the re sista
nt c ha ng e re c ipie nt. The se a re 1) tha t re sista nc e is a „na tura l “, ne a rly ine vita b le p
he no me no n in organizational change processes, 2) that every behavior of employees in c …