Abstract
Amid the accelerating digital transformation wave, organizational change has become an essential requirement for corporate survival and sustainable devel-opment. However, organizations frequently encounter complex and multidimen-sional resistance throughout their digital transformation journeys, stemming from structural, cultural, technological, and human resource dimensions. This study employs a mixed-methods research methodology, combining large-scale questionnaire surveys with in-depth corporate case analysis, to systematically explore the primary causes of organizational resistance in the digital era and proposes targeted, actionable breakthrough strategies. Based on empirical analysis of 267 valid samples collected from manufacturing, service, and internet enterprises, the research identifies and validates key factors contributing to resistance, including declining employee psychological security, lack of consistent leadership support, inadequate technological adaptability, and deep-rooted organizational cultural inertia. Further multi-angle case studies of Haier Group and small-to-medium technology enterprise X demonstrate practical experiences and contextual ap-proaches in navigating digital transformation. The findings offer robust theoretical foundations and practical references for leaders and change managers to effectively implement organizational change management during digital transformation initiatives.