Overcoming resistance to change in digital library projects

Abstract

Purpose In this paper, the author aims to define common causes of resistance to organizational change and describe several tactics project managers can use to overcome some of these causes. Design/methodology/approach Using theory and example from other management studies, the author relates the relevance of these studies to methods project managers can use to overcome resistance to organizational change. Findings Resistance to change has several factors, some of them based on level of institutional investment in the change effort as well as the characteristics of interpersonal relations within the organization. Rather than focusing on one aspect, as some earlier research studies have suggested, overcoming resistance to change requires using tactics that can address all of the issues. Originality/value This paper fills a gap in the digital library project management literature by providing an overview of a useful methodology for addressing issues related to organizational change and resistance to that change.

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