The reasons why people resist organizational change are as follows:

1. It is considered an unwelcome disturbance and interference to their established routine.

2. People may perceive as negatively affecting their job security, payment and status differentials, working conditions, and value of their acquired skills.

3. Managers often resist changes proposed by specialists such as systems and HRM experts because they perceive a risk to the smooth running of their operations in accepting the potential disruption caused by something new. 

4. Specialists for their part are often uncomfortable with the emphasis that new forms of organizing place on their integration with other specialists in teams or other units that cut across traditional disciplinary or functional boundaries. They may, therefore, resist developments of this kind.