• Nishath Anjum Department of Business Administration, Metropolitan University Sylhet, Bangladesh
  • Md. Saidur Rahaman Department of Business Administration, Metropolitan University Sylhet, Bangladesh
  • Aidin Salemzadeh Faculty of Management, University of Tehran, Iran
  • Md. Mizanur Rahman BRAC Business School, BRAC University, Bangladesh
  • Léo Paul DANA Faculty of Management, Dalhousie University, France


ADKAR, Organization, Change, Employee, Lewin’s, Manager, and Resistance


In the era of organizational change, it is crucial to comprehend how employees react to change and how to overcome individual resistance to change. The article is a narrative scrutiny of the body of work that offers valuable insights into employee behavior during organizational transformation. The paper details the fundamental reasons for employee resistance and provides some solutions by contrasting the ADKAR model and Kurt Lewin’s threestep change model. The research finds that resistance to change is unavoidable in the contemporary business world. The continued existence and progress of the organization may be harmed by resistance. However, not everyone opposes change; some people welcome it. The research offers strategies for change agents who want to create practical approaches to handle employee resistance to change.


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How to Cite

Anjum, N., Rahaman, M. S., Salemzadeh, A., Rahman, M. M., & DANA, L. P. (2024). ADAPTING & MITIGATING EMPLOYEE RESISTANCE TO CHANGE: CONTRASTING ADKAR AND KURT LEWIN’S THREE STEPS CHANGE MODEL . Journal of Entrepreneurship and Business Resilience, 7(1), 63–91. Retrieved from