Employee Resistance To Organizational Change: A Case Study Of Mobilink

Farzana Memon, Dr Sobia Shafaq Shah, Dr Asif Ali Shah


Overall the globalization and dynamic business environment have restructured organizational management. This evolving scenario entails continuous upgrading, that makes organizational change as crucial strategy for long term survival. This research endeavors to identify the determinants of employees’ resistance to organizational change. Primarily, this research focuses on examining that to what extent an employee’s academic qualification might determine employees’ willingness/ resistance to change. In this regard, this study investigates the organizational change process in the context of Pakistan Mobile Communication Limited (Mobilink), which acquired Warid Telecom (Warid) and went through restructuring due to merger of both companies. In this research, the different stratum of employees’ educational qualifications were analyzed against the three aspects of change process; employees trust in management, management communication strategy/information exchange and employees involvement in change process. The research findings identifies that employees with higher level of educational qualification (Bachelor or Master’s degree) are more eager to accept change within organization, , whereas, employees with lower level of educational qualification (matriculation and intermediate) are less ready to accept the change through showing high resistance towards organizational change. The novelty of this research is embedded in examining employee resistance within real work setting that recently has undergone to organizational change phenomenon.

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ISSN: 2521-456x (Online), ISSN:1726-0396(Print)

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