Open Access
Managing Personnel Resistance to Change in The Context of Global Enterprise Digitalization
4
VP of Enterprise Applications London, UK.
Abstract
The article is dedicated to managing personnel resistance to change in the context of global enterprise digitalization. The relevance of the study is determined by persistently high failure rates of digital transformation initiatives and the growing psychosocial costs accompanying large-scale technological shifts. The novelty lies in integrating resistance management, employee well-being, and dynamic capability perspectives into a unified structural model. The work describes the multidimensional nature of resistance, examining individual, organizational, and technological determinants. Special attention is paid to mediation mechanisms that convert resistance into adaptive engagement. The article sets the goal of developing a systemic framework for reducing resistance while stabilizing employee well-being. To achieve this goal, analytical synthesis, comparative analysis, and structural modeling are applied. Contemporary research on digital transformation, participation, technostress, resilience, and change management has been examined. The conclusion outlines structural conditions under which resistance becomes a diagnostic resource rather than an obstacle. The article will be useful for executives, transformation leaders, and researchers studying organizational adaptation in digitally intensive environments.
Keywords
digital transformation,
personnel resistance,
change management,
employee well-being,
technostress,
dynamic capabilities,
organizational resilience,
participation,
digital governance,
enterprise digitalization
References
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