{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,7,9]],"date-time":"2026-07-09T04:30:22Z","timestamp":1783571422680,"version":"3.55.0"},"reference-count":88,"publisher":"Emerald","issue":"8","content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2025,12,15]]},"abstract":"<jats:sec>\n                    <jats:title>Purpose<\/jats:title>\n                    <jats:p>Digital transformation is a complex and continuous process that presents significant challenges for companies and employees. Employee resistance, a factor often cited for the failure of digital initiatives, hinders these initiatives and contributes to stress, affecting employee well-being \u2013 a connection not yet fully explored in extant literature. Therefore, this study aimed to determine the factors that increase employee resistance to digital transformation and how it can be mitigated.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Design\/methodology\/approach<\/jats:title>\n                    <jats:p>This study adopts a multiple case study approach to analyze qualitative data from ten industrial companies in Finland.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Findings<\/jats:title>\n                    <jats:p>Factors influencing resistance at the individual, organizational, and technological levels were identified, and three key components of the resistance mitigation strategy from the case companies were identified: learning, communication and participation. The findings, supported by relevant literature, link resistance to employee well-being and propose that the identified mitigation strategy reduces resistance and supports employee well-being during digital transformation.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Practical implications<\/jats:title>\n                    <jats:p>This study provides practical implications and suggests avenues for future studies to examine this unsaturated yet important research area.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Originality\/value<\/jats:title>\n                    <jats:p>This study is among the first to empirically examine employee resistance in digital transformation and link it to employee well-being.<\/jats:p>\n                  <\/jats:sec>","DOI":"10.1108\/itp-05-2024-0701","type":"journal-article","created":{"date-parts":[[2025,3,17]],"date-time":"2025-03-17T06:24:48Z","timestamp":1742192688000},"page":"42-72","source":"Crossref","is-referenced-by-count":34,"title":["Mitigating employee resistance and\u00a0achieving well-being in digital transformation"],"prefix":"10.1108","volume":"38","author":[{"ORCID":"https:\/\/orcid.org\/0000-0003-3532-8287","authenticated-orcid":true,"given":"Alena","family":"Valtonen","sequence":"first","affiliation":[{"name":"Lappeenranta-Lahti University of Technology , ,","place":["Lahti, Finland"]}],"role":[{"vocabulary":"crossref","role":"author"}]},{"ORCID":"https:\/\/orcid.org\/0000-0002-7816-3948","authenticated-orcid":true,"given":"Mira","family":"Holopainen","sequence":"additional","affiliation":[{"name":"Lappeenranta-Lahti University of Technology , ,","place":["Lahti, Finland"]}],"role":[{"vocabulary":"crossref","role":"author"}]}],"member":"140","published-online":{"date-parts":[[2025,3,17]]},"reference":[{"issue":"3","key":"2025120903200552500_ref001","doi-asserted-by":"publisher","DOI":"10.1016\/j.respol.2024.104956","article-title":"Are they coming for us? 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