The purpose of this research was to identify individual factors causing resistance to technological change in Kenyan organizations. It investigated whether indecision, social threat, group pressure, organizational consistency, and past unsuccessful changes contribute to resistance. Additionally, the study explored the roles of age and gender in resistance to technological change. A cross-sectional design with descriptive and correlational approach was applied. The data collected was continuous using the resistance to change management inventory developed and validated by Marques et al., (2011). 160 participants from Kenya that had undergone a technological organizational change participated in the research. The research found most participants favored organizational changes: 47.5% had no doubts, 71.6% saw no social threat or group pressure, 77.5% felt organizational consistency, and 82.5% cooperated due to successful past experiences with technological changes. The research found past unsuccessful change predicted resistance to organizational change, unlike indecision, social threat, group pressure, or organizational consistency. Age moderated resistance to organizational change, with older individuals showing increased resistance to technological change. This aligns with previous studies' findings such as Marques et al., (2011). Gender did not moderate resistance to organizational change, but previous unsuccessful changes did, confirming findings from earlier research. Limitations included snowball sampling and unspecified industry contexts. The research provides empirical data for future studies and benefits Kenyan organizations in enhancing employee cooperation with changes.

Individual resistance, change, technological organizational change

Applied Psychology Around the World | Volume 7, Issue 2