Faiz Alfazzi

Type of the article: Research Article

Abstract
Public-sector transformation initiatives often generate organizational tensions that influence employees’ reactions to change. Despite the growing importance of public-sector transformation programs, empirical evidence on the relationship between organizational conflict and employee resistance to change remains limited, particularly within the context of Saudi Vision 2030. This study examines the association between organizational conflict and employee resistance to change in Saudi public-sector institutions undergoing transformation. A quantitative cross-sectional survey design was employed using data collected from 384 employees across Saudi public-sector organizations. The questionnaire was developed based on the organizational conflict and resistance-to-change literature and adapted to the Saudi public-sector context. Data were analyzed using exploratory factor analysis, correlation analysis, and simple linear regression. The findings reveal a strong positive and statistically significant relationship between organizational conflict and resistance to change (r = 0.612, p < .001). Regression analysis indicated a statistically significant positive association between organizational conflict and employee resistance to change (β = 0.612, p < .001), explaining 37.5% of the variance within the analytical model employed in this study. Significant differences in resistance levels were also observed across gender, age, years of experience, and job level. The findings suggest that organizational conflict represents an important factor associated with employee resistance during large-scale transformation initiatives. The study highlights the importance of effective conflict management, transparent communication, and employee involvement in supporting successful public-sector transformation.