I don’t want to switch! So, am I trapped? An in-depth qualitative inquiry of resistance to change leading to competency trap

Abstract

Purpose This paper explores the evident issue of organizational resistance to change. The study delves deep into the underlying resistance factors in organizations using a qualitative approach. Design/methodology/approach The qualitative study employs a grounded theory coding pattern and network analysis to explore the underlying themes. This approach gives a panoramic view of resistance to change by comprehending the themes of existing literature and verbatims collected from the respondents. Findings The results of the comprehensive interviews and analyses suggest a significant change in the definition of resistance to change. The network analysis led to the identification of subthemes, antecedents, and consequences of resistance to change. The study highlights the importance of innovation, personnel training, mistrust, and the role of motivation. Practical implications The insights gained from this practitioner-oriented study help navigate organizations to identify the issues related to resistance to change. The study also helps trace the issue of over-specialization, which promotes competency traps in organizations. The role of leaders in managing resistance to change is evident, which practitioners can consider for the more significant benefit of organizations. Originality/value The study proposes a nuanced understanding of resistance to change by using a qualitative approach to comprehend the phenomena from the perspective of leaders and employees. Using a coding approach for theme generation and network analysis for visualization ascertains the methodical rigor and comprehensive understanding alongside generating practitioner-oriented recommendations.