Beyond resistance: an integrated psychological organizational model of employee response to digital transformation

Organizational competitiveness increasingly depends on successful digital transformation, yet employee resistance remains a critical barrier. This study develops an integrated framework grounded in Innovation Resistance Theory and Social Cognitive Theory to investigate key drivers of resistance. It examines the effects of technology anxiety, perceived risk, and change fatigue on employee resistance, while incorporating digital competence as a mediator and perceived organizational support as a moderator. A quantitative methodology was employed to gather data from employees in organizations experiencing digital transformation, which was subsequently analyzed using partial least squares structural equation modeling (PLS-SEM). Results show technology anxiety increases resistance, while digital competence reduces it. Perceived risk and change fatigue act indirectly through competence. Organizational support strengthens these relationships, highlighting key pathways to manage resistance and improve digital transformation outcomes. The results confirm both the mediating role of digital competence and the moderating role of organizational support. The model demonstrates strong explanatory and predictive power, offering a comprehensive framework and actionable insights for reducing resistance and improving digital transformation outcomes.