Resistance to Change and Organizational Agility: A Proposal for a Conceptual Research Model

Abstract

This article proposes a conceptual model to examine the relationship between resistance to change and organizational agility, based on a narrative literature review. The theoretical findings reveal that, although often perceived as an obstacle to agility, resistance to change can become a resource if properly managed. Conversely, inadequate management of this resistance may hinder the development of organizational agility. While this model is grounded in theoretical contributions, its lack of empirical validation represents a major limitation, calling for future research to test its applicability in various organizational contexts. In terms of implications, this research makes a theoretical contribution by structuring a conceptual framework to better understand the link between resistance and agility. It also offers perspectives for managers by highlighting the importance of proactive resistance management to optimize organizational flexibility in response to technological and strategic transformations.

Keywords : Organizational agility, resistance to change, literature review, organizational flexibility, conceptual framework.

Classification JEL : D21-D22-H12

Paper type : Theoretical Research