The purpose of the study is to explore the relationship between employees¡¦ perceived organizational support, positive psychological capital, readiness for organizational change and resistance to organizational change. The total valid sample consisted of 188 employees from companies in manufacturing industry, which was undergoing change. The data from matched supervisor and subordinate (a 1:4 supervisor -subordinate ratio) responses was analyzed by factor analysis, reliability analysis, and measured by LISREL model to examine the relationship among the constructs. Results showed that employees¡¦ readiness for organizational change had direct effects on their resistance to organizational change, and indicated that readiness for organizational change fully mediated the relationships between perceived organizational support and resistance to organizational change. In addition, readiness for organizational change fully mediated the relationships between positive psychological capital and resistance to organizational change as well. However, neither perceived organizational support nor positive psychological capital had direct effect on employees¡¦ resistance to change. Finally the study provided three suggestions for companies. Firstly, good communication environment and change-supporting culture should be constructed. Secondly, companies could build the competency index including positive psychological capital and implement it into HRM practice, such as recruitment, selecting, and training. Thirdly, employees¡¦ perceived organizational support could be cultivated by providing employees the employee assistance program.

Background: To keep up with competitors and the ever-changing business environment, organizations constantly adapt and adjust their strategies. Strategic organizational change is the implementation of change to increase corporate performance and find new competitive advantages. Studies are showing how the majority of change processes fail. This high failure rate is dependent on several different factors. However, one factor which seems to be one of the most common is resistance to strategic organizational change. Resistance is often looked through a negative lens by the management, which can negatively affect the whole change process. Purpose: The primary purpose of this study is to increase the knowledge about resistance to strategic organizational change and explore the field of change management to yield valuable insights to managers' quest to implement change successfully. Research Question: How can understanding the source of resistance be used beneficially by management to improve the managerial decision-making and, therefore, increase the success rate of change implementation? Methodology: A qualitative research method with semi-structured interviews has been adopted. Conclusion: If resistance is not only seen as an obstacle but instead analysed thoroughly by the management it could contribute to an organizational discussion which potentially could improve the quality of the management decision-making and, thus, improve the success rate of strategic organizational change implementation.v