MANAGING EMPLOYEE RESISTANCE TO CHANGE IN THE PROCESS OF ENTERPRISE DIGITAL TRANSFORMATION

Abstract

The article is devoted to the study of managing employee resistance in the process of digital transformation of enterprises under contemporary crisis challenges, including economic instability, rapid technological change, and the conditions of wartime uncertainty. The research substantiates the relevance of resistance to change as a critical socio-psychological barrier that significantly affects the success of digital initiatives in organizations.

Theoretical approaches to the phenomenon of resistance to change are analyzed, with particular attention paid to cognitive, emotional, and behavioral components that influence employees’ perception and acceptance of digital innovations. The study identifies key determinants of resistance, such as fear of job loss, lack of digital skills, uncertainty about future organizational changes, increased workload, and insufficient communication from management.

A comparative analysis of domestic and international experience in industries such as manufacturing, banking, information technology and telecommunications, retail, and human resource management is conducted. The findings demonstrate that Ukrainian enterprises predominantly rely on administrative and technocratic approaches to digital transformation, which often intensify resistance and reduce employee engagement. In contrast, international companies tend to integrate change management into their long-term development strategies by combining continuous training, motivational mechanisms, participatory decision-making, and transparent communication.

Special attention is given to the specific conditions of wartime operation, where Ukrainian enterprises face additional challenges related to employee stress, psychological insecurity, and disrupted work processes. Under such conditions, ensuring psychological safety, implementing flexible work arrangements, supporting remote and hybrid formats, and systematically developing digital competencies become key priorities of management.

The article proposes a comprehensive set of measures aimed at minimizing employee resistance to digital transformation, including the development of effective communication strategies, targeted skills enhancement programs, active involvement of employees in digital initiatives, and the adaptation of organizational culture and motivation systems. The implementation of these measures contributes to increasing the effectiveness of digital transformation, reducing socio-psychological barriers, strengthening organizational resilience, and forming employees as active drivers of change rather than passive recipients of digital innovations.