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Given that the implementation of organizational change plan often faces obstacle - such as resistance to change -, then, the organization needs to considerate and deal with that problem as an effort to successfully implement an effective change plan. A number of literatures explain that perceived supervisory support, employee participation, and affective commitment to change can be a significant predictor toward resistance to change. Thus, this study attempts to investigate resistance to change with perceived supervisory support, employee participation, and affective commitment to change as antecedents. A quantitative approach was employed in this study, in which survey as a procedure for collecting data through questionnaires. In addition, PLS-SEM was employed as a research analysis method. The results exhibit that the higher perceived supervisory support, employee participation, and affective commitment to change, the lower the resistance to change. Finally, this research offers a number of implications that are worth considering, both theoretically and practically.