Enhancing the success of organizational change

Purpose This paper seeks to provide guidance on specific ways by which organizations can overcome resistance by matching readiness strategies with forms of resistance. Design/methodological approach The paper summarizes literature on resistance to change and readiness to change, leading to the development of specific recommendations for reducing resistance through specific readiness strategies. Findings Resistance, though common, may be more effectively managed if specific readiness strategies are matched with requisite sources of resistance. Practical implications The paper provides guidance on addressing primary sources of resistance by matching them with specific elements proposed by Armenakis et al. that lead to readiness for change. Originality/value The synthesis of literature related to creating readiness for change and resistance to change leads to a resistance to change typology, including three domains. While these domains have been addressed in change literature, the paper further expands on these domains by offering potential sources of resistances within each domain. This should lead to future research that explores these domains and sources within each domain in greater depth.