Change Management Practices and Employee Resistance in Digital Transformation: Evidence from Nigerian Banks

Abstract

This study assesses the effect of employee resistance and change management practices on digital transformation outcomes, and examines the moderating role orgamizational culture on the relationship between change management practices, employee resistance, and digital transformation outcomes in selected Banks in Nigeria. A quantitative research design was adopted, and data were obtained from the 294 respondents, who comprised the employees of United Bank for Africa, Sterling Bank, and Union Bank. Multiple and hierarchical regression analyses were used to analyse the data. The results indicate that employee resistance has a significant negative impact on the outcomes of the digital transformation, while change management practices have a significant positive impact on the success of the digital transformation. Additionally, it reveals that organizational culture plays a significant role in moderating the relationship between change management practices and employee resistance to digital transformation, as well as the relationship between employee resistance and digital transformation outcomes. The study concludes that successful digital transformation is not a simple endeavour. It requires the congruence of technological efforts with employee-centred management strategies and supportive organisational cultures within Nigerian banking institutions.