Pregledni rad
https://doi.org/10.32676/n.11.1.8
Managing change and employee resistance to change
Maja Daraboš Longin
orcid.org/0000-0002-2100-118X
; Sveučilište u Zagrebu, Ekonomski fakultet
Klara Rajnović
; Komunikacijski laboratorij d.o.o.
Dajana Barbić
orcid.org/0000-0003-2580-0269
; Sveučilište u Zagrebu, Ekonomski fakultet
Sažetak
Managing organizational change is one of the key areas of modern management. Globalization, technological advancement, shifts in consumer behavior, and regulatory requirements continuously shape the business environment, demanding constant adaptation from organizations. Despite the necessity of change, the implementation process is often hindered by employee resistance arising from uncertainty, disruption of routines, and fear of losing status or employment. This paper presents the theoretical framework of change management and analyzes employee resistance through an overview of the most well-known models (Lewin, Kotter, ADKAR, McKinsey 7S), while also exploring a concrete case study of the LEGO Group’s organizational transformation. The analysis reveals that LEGO’s success largely stemmed from systematic communication, employee involvement, education, and transformational leadership, which turned initial resistance into collaboration and enabled long-term growth. The paper confirms that change is not merely a technical process but primarily a human one, in which managers must combine strategy and empathy to achieve sustainable results
Ključne riječi
change management, employee resistance, organizational development, change models, LEGO Group
Hrčak ID:
341059
URI
Datum izdavanja:
12.12.2025.
Posjeta: 1.063 *