Investigating the Relationship between Organizational Culture Type and Organizational Commitment to Emotional Resistance to Change

This study was conducted to investigate the relationship between organizational culture type and organizational commitment with emotional resistance to change. The statistical population of the study includes the administrative staff of public universities in Tehran who have been selected using a simple random sampling method, a sample size of 76. The tools used in this study are three standard questionnaires; the results of this study show a positive and significant relationship between all types of organizational culture with emotional resistance to change in the staff of the Central Organization of Shahed University. There is also a positive and significant relationship between all components of organizational commitment and emotional resistance to change in the staff of the Central Organization of Shahed University. The correlation coefficient of organizational culture with emotional resistance to change in the total sample was 0.854. Also predict the coefficient of explanation of the variable. 341 means that 34% of the variance of the criterion variable (emotional resistance to change) is predicted by the predictor variable (organizational culture type). Also, the result of regression analysis shows that the correlation coefficient of the component of continuous commitment with emotional resistance to change in the total sample was 0.38. Also, the predetermined coefficient of variable determination is 0.146, which means that 14% of the variance of the criterion variable (emotional resistance to change) is predicted by the predictor variable of continuous commitment. Other components of organizational commitment (emotional commitment, mandatory or normative commitment) are excluded from the formula.