Middle Management’s Resistance to Digital Change

This paper investigates middle managers’ resistance to digital transformation initiatives and suggests strategies for overcoming such using the example of a major Russian transportation company. study employed mixed-methods approach assess values identify patterns behavior. The case studies further illustrate managers how company under responded these incidents. findings reveal significant relationship between employees’ attitudes toward routine their transformation. Managers with high scores in tradition, conformity, security, power values, as well strong positive attitude routine, were more resistant change. Conversely, those universalism, self-direction, stimulation open By addressing concerns driving attitudes, organizations can better support them also offers practical aligning efforts thereby fostering change facilitating successful implementation.