Individuals' attitudes about organizational change: relationship between BPM and resistance to change

Abstract

PurposeThe aim of this article is to investigate individuals' attitudes about organizational change, considering implementation of business process management (BPM) and resistance to change.Design/methodology/approachThe study examines the attitudes of subjects that experienced organizational change in the context of BPM in Brazil. In order to measure resistance to organizational change, 22 interviews were conducted using a script adapted from Pereira et al. (2019). The study considered two main agents: BPM implementers and end-users. Data were analyzed qualitatively via content analysis.FindingsThe results provided interesting insights. In relation to the individuals' attitudes, satisfaction, fear, stress and anxiety were the most frequently reported. However, opinions contradict the negative feelings expressed, given that organizational benefits, facility and pleasure at work and personal benefits were the most frequently reported. In regard to behavior, individuals approved change and in general accepted it. Finally, in terms of confidence in management, the subjects reported leadership and trusting their bosses as positive points.Research limitations/implicationsStudy limitations include the difficulty in finding end-users on LinkedIn, the fact that convenience sampling was used and the possible false memory of respondents.Originality/valueThe approach used in this study provided a relevant contribution to the area under study, primarily via the new findings, that is, elements of resistance to change that emerged from the data.

Consequence of Resistance to Change on AI Readiness: Mediating–Moderating Role of Task-oriented Leadership and High-Performance Work System in the Hospitality Sector

“…Overall, a high-performance work system provides numerous benefits in managing resistance to change and enhancing task-oriented leadership capabilities (Fernandes Dos Santos & Aires, 2023). These advantages in place, resistance to change becomes easier to manage, making the entire process much more manageable for everyone involved (Suseno et al, 2022).…”

“…Organizations with high level of AI readiness have the necessary resources, capabilities, and mindset to leverage AI to effectively drive business values (Varkkey & Dessler, 2018; Vos & Rupert, 2018). Moreover, when such experts identify employees’ negative attitudes and perceptions toward change in the context of organizational change, resistance can pose a significant challenge to the successful implementation of new technologies (Fernandes Dos Santos & Aires, 2023). Employees may feel threatened by the prospect of automation and job displacement, or they may be skeptical of the benefits of AI.…”

“…In addition, leaders must be available for employee queries and discussion about the proposed changes, as well as listen to their opinions, as their input can be valuable in developing a successful implementation plan (Warrick, 2023). The employee’s understanding resistance to change can increase the chance of successful implementation of a new processes and technologies (Fernandes Dos Santos & Aires, 2023), as well as will save time and money for the organization in the long run (Madlock, 2008; Palrecha et al, 2012).…”