Risk Management as a Tool for Reducing Resistance to Change in Organisations

Digital transformation exposes organisations to emerging risks, with resistance to change representing a major obstacle that can delay implementation and undermine outcomes. Although risk management and resistance to change are both well-established research areas, their integration remains limited. This study addresses this gap by examining how risk management can function as a strategic mechanism for reducing resistance during organisational transformation in volatile, technology-driven environments. Using a bibliometric analysis of the Web of Science database and science-mapping techniques in Biblioshiny, the study identifies a growing research focus shifting from technical concerns toward governance, performance, and digital transformation. While risk and change management emerge as central themes, resistance remains underexplored and often treated as a secondary outcome. The paper reframes resistance as a strategic organisational risk that can be addressed through integrated governance practices such as stakeholder engagement, communication, training, and contingency planning. These findings contribute to theory development and support future empirical research on managing resistance in transformation processes.