Resistance to change in BPM implementation

Abstract

PurposeThe purpose of this paper is to investigate individuals’ attitudes toward organizational change, considering each phase of a business process management (BPM) implementation and some antecedents of resistance as hierarchical position, sector and trust in management.Design/methodology/approachThe study examines employees’ attitudes toward BPM change in the Brazilian market. To measure resistance to organizational change, the research adopted the change attitude scale developed by Oreg (2006). As potential antecedents for resistance, hierarchical position, sector and trust in management were considered. Five control variables were included: gender, company size, educational background, educational level and age range. The application of the survey considered three main parties: BPM implementers, BPM end-users and developers of BPM systems. The survey data, drawn from 113 useable questionnaires, were analyzed by structural equation modeling with partial least squares estimation.FindingsThe results of this research showed some interesting insights. First, hierarchical position has no significant effect on the reduction of resistance to process improvement changes. Contrary to what was expected, results showed that being in the manufacturing sector has no significant effect on the reduction of resistance. Finally, only trust in management has a significant effect on employees’ attitudes toward BPM implementation, and as phases go by this effect increases.Practical implicationsThe paper could support BPM decision makers by providing a better understanding of employees’ attitudes toward BPM change. In this sense, the study could also provide real-life application, by facilitating the task of allocating priorities and supporting process-related decisions.Originality/valueThe research could incentivize a closer relationship between BPM implementers and BPM end-users, promoting opportunities, respect and mutual trust.