Digital transformation has become a strategic imperative for modern organizations seeking competitiveness, efficiency, and innovation. However, despite technological advancements, organizational resistance remains a pervasive barrier to successful digital initiatives. This paper presents a theoretical study and modeling of organizational resistance in digital transformation by synthesizing change management theories, socio-technical systems theory, behavioral resistance frameworks, and innovation adoption models. A comprehensive Organizational Resistance Modeling Framework for Digital Transformation (ORMF-DT) is proposed, which categorizes resistance into cognitive, emotional, structural, and cultural dimensions. Conceptual diagrams, multi-layered models, and process cycles illustrate how resistance emerges, propagates, and can be managed. The study offers practical implications for leaders and identifies areas for future research, including predictive analytics for resistance detection and AI-driven change management strategies.