<p>The process of digitizing traditional enterprises may disrupt the relationship between the organization and its members, causing resistance and hindering the formation of a new organizational identity. However, it is not yet clear how traditional enterprises deal with this challenge. To address this issue, we conducted qualitative process research on a gold company, exploring strategies for resetting organizational identification for those who resist the transformation. Our research shows that although digital transformation provides new opportunities for digital identity, it also creates new threats. Our study refines the differentiated reactions of organization members and reveals that resetting organizational identification by bridging the digital gap, deepening new identity advantages, and providing buffer space for adaptability can reduce the impact of digital identity threats and promote the transition of organization members from resisters to supporters. This accelerates the formation of digital identities. Our research contributes to the existing knowledge by recognizing the dialectical nature of digital transformation, categorizing the reactions of organization members, and supplementing identification management strategies.</p>