Developing a Paradigmatic Model of Organizational Culture for Overcoming Employee Resistance to Change (Case Study: Isfahan Province Education Department)
Keywords:
Paradigmatic model, organizational culture, organizational value, employee resistance, organizational changeAbstract
The purpose of this study was to explain employee resistance to change within the Education Department and to develop a model for overcoming such resistance by emphasizing organizational culture. This qualitative research was conducted using the grounded theory approach with an interpretivist philosophy and inductive reasoning. Data were collected through semi-structured interviews with 11 academic experts and executive managers selected via purposive and snowball sampling until theoretical saturation. Data analysis was performed using MAXQDA software. The results revealed six main categories within the paradigmatic model: causal factors (low morale, participation, and productivity), contextual factors (organizational readiness, leadership trust), intervening factors (lack of communication and managerial support), strategic factors (empowerment programs, motivation, and transparent communication), core factors (transformational organizational culture and employee participation), and outcomes (enhanced productivity, resilience, and transformational leadership). The findings highlight the pivotal role of a transformational culture and transparent communication in mitigating resistance to change. Overcoming resistance to change requires strengthening a transformational organizational culture, promoting transparency, and increasing employee participation and cognitive flexibility. Creating a learning and participatory organization can effectively facilitate successful organizational change in the education system.
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Copyright (c) 2025 Seifolah hasanzadeh (Author); Mohammad Mehtari Arani; Davod Kianoosh (Author)
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