Books:

• Oreg, S., & Goldenberg, J. (2015). Resistance to innovation: Its sources and manifestations. University of Chicago Press.
• Oreg, S., Michel, A., & By, R. T. (Eds.). (2013). The psychology of organizational change: Viewing change from the employee's perspective. Cambridge, UK: Cambridge University Press.

Journal Articles:

• Berson, Y., & Oreg, S. (2016). The role of school principals in shaping children’s values. Psychological Science, 27(12), 1539-1549.
• Berson, Y., Oreg, S., & Dvir, T. (2008). CEO values, organizational culture and firm outcomes. Journal of Organizational Behavior, 29, 615-633.
• Oreg, S. (2018). Resistance to change and performance: Toward a more even-handed view of dispositional resistance. The Journal of Applied Behavioral Science, 54(1), 88-107.
• Oreg, S. (2006). Personality, context, and resistance to organizational change. European Journal of Work and Organizational Psychology, 15(1), 73-101.
• Oreg, S. (2003). Resistance to change: Developing an individual differences measure. Journal of Applied Psychology, 88(4), 680-693.
• Oreg, S., Bartunek, J. M., Lee, G., & Do, B. (2018). An affect-based model of recipients’ responses to organizational change events. Academy of Management Review, 43(1), 65-86.
• Oreg, S., & Bayazit, M. (2009). Prone to bias: Development of a bias taxonomy from an individual differences perspective. Review of General Psychology, 13(3), 175-193.
• Oreg, S., Bayazit, M., Vakola, M., Arciniega, L., Armenakis, A., Barkauskiene, R., Bozionelos, N., Fujimoto, Y., Gonzalez, L., Han, J., Hrebickova, M., Jimmieson, N., Kordacova, J., Mitsuhashi, H., Mlacic, B., Feric, I., Kotrla, M., Ohly, S., Saksvik, P., Hetland, H., Saksvik, I., & van Dam, K. (2008). Dispositional resistance to change: Measurement equivalence and the link to personal values across 17 nations. Journal of Applied Psychology, 93(4), 935-944.
• Oreg, S., & Berson, Y. (2019). Leaders’ impact on organizational change: Bridging theoretical and methodological chasms. Academy of Management Annals, 13(1), 272-307.
• Oreg, S., & Berson, Y. (2018). The Impact of Top Leaders’ Personalities: The Processes Through Which Organizations Become Reflections of Their Leaders. Current Directions in Psychological Science, 27(4), 241-248.
• Oreg, S., & Berson, Y. (2015). Personality and charismatic leadership in context: The moderating role of situational stress. Personnel Psychology, 68(1), 49-77.
• Oreg, S., & Berson, Y. (2011). Leadership and employees' reactions to change: The role of leaders' personal attributes and transformational leadership style. Personnel Psychology, 64, 627-659.
• Oreg, S., Edwards, J. A., & Rauthmann, J. F. (2020). The situation six: Uncovering six basic dimensions of psychological situations from the Hebrew language. Journal of Personality and Social Psychology.
• Oreg, S., Edwards, J., & Rauthmann, J., (2020), The Situation Six: Uncovering basic dimensions of psychological situations from the Hebrew language, Journal of Personality and Social Psychology, 118(4), 835–863.
• Oreg, S., Nevo, O., Metzer, H., Leder, N., & Castro, D. (2009). Dispositional resistance to change and occupational interests and choices. Journal of Career Assessment, 17(3), 312-323.
• Oreg, S., & Sverdlik, N. (2018). Translating Dispositional Resistance to Change to the Culture Level: Developing a Cultural Framework of Change Orientations. European Journal of Personality, 32(4), 327-352.
• Oreg, S., & Sverdlik, N. (2011). Ambivalence toward imposed change: The conflict between dispositional resistance to change and the orientation toward the change agent. Journal of Applied Psychology, 96(2), 337-349.
• Sverdlik, N., & Oreg, S. (2009). Personal values and conflicting motivational forces in the context of imposed change. Journal of Personality, 77(5), 1437-1466.
• Sverdlik, N., Oreg, S., & Berson, Y. (2019). When Do Leaders Initiate Changes? The Roles of Coping Style and Organization Members’ Stability‐Emphasizing Values. Applied Psychology: An International Review.