Planned change process in the framework of Lewin’s field theory, knowledge stickiness theory and unlearning: A case study of the libraries merger in Ferdowsi University of Mashhad

Aim: The aim of this study is to determine the effects of individual and organizational dimensions of resistance to planned change process according to the role of unlearning and knowledge stickiness in the libraries merger in Ferdowsi University of Mashhad (FUM).

Methodology: This research was applied that conducted by the survey method and mixed method in data gathering and based on the case study. The research population consisted of librarians (40), senior managers (5) and middle managers’ (11) of FUM libraries. Research tools for the three groups consisted of questionnaires, interviews) and focus group discussions in unfreezing, moving and refreezing phase.
Findings: Overall outcome of forces in two firs phases of change were negative and represents overcoming of restraining forces in unfreezing and moving but in third phase driving forces were more than restraining forces.
Discussion: The results helped to strengthen the theoretical deduction: in FUM libraries, "the effect of knowledge stickiness individual factors in resistance to change is more than organizational factors". The relationship between unlearning, knowledge stickiness and organizational change confirmed.