Exploring the Key Causes of Organizational Resistance to Digital Transformation
Keywords:
Digital transformation, Organizational resistance, Change management, Leadership, Culture, Structural barriers, Qualitative research, IranAbstract
This study aims to identify and explore the key causes of organizational resistance to digital transformation, focusing on cultural, structural, and leadership-related barriers in the context of Iranian organizations. A qualitative research design was employed using semi-structured interviews with 21 participants from various public and private sector organizations in Tehran. Participants were selected through purposive sampling to ensure firsthand experience with digital transformation processes. Data collection continued until theoretical saturation was achieved. All interviews were transcribed verbatim and analyzed using thematic analysis with the support of NVivo software, allowing for systematic coding and identification of core themes and subthemes. The analysis revealed three major categories of resistance: (1) Cultural and psychological barriers, including fear of job displacement, change fatigue, and resistance to learning new skills; (2) Structural and operational challenges, such as inadequate infrastructure, poor communication, and lack of strategic clarity; and (3) Leadership and governance issues, including passive leadership, vision misalignment, and bureaucratic rigidity. Participants highlighted that resistance often emerged not from hostility but from uncertainty, lack of trust, and perceived loss of autonomy. The findings were consistent with and extended previous studies by contextualizing resistance in a developing country setting. Organizational resistance to digital transformation is multifaceted and deeply rooted in both human and systemic factors. Successful digital transformation requires more than technological investment—it demands inclusive leadership, cultural alignment, structural readiness, and transparent communication. By addressing the psychological, operational, and strategic dimensions of resistance, organizations can build more resilient and adaptive transformation frameworks.
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