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Resistance to change in BPM implementation

机译：抵制BPM实施的变更

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Purpose The 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/approach The 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. Findings The 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 implications - The 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/value The research could incentivize a closer relationship between BPM implementers and BPM end-users, promoting opportunities, respect and mutual trust.
机译：目的本文的目的是研究个人对组织变革的态度，考虑业务流程管理（BPM）实施的每个阶段以及抵抗力的前身，例如层级位置，部门和对管理的信任。设计/方法/方法这项研究研究了员工对巴西市场中BPM变更的态度。为了衡量对组织变革的抵抗力，该研究采用了Oreg（2006）制定的变革态度量表。作为抵抗的潜在先决条件，考虑了层级地位，部门和对管理的信任。包括五个控制变量：性别，公司规模，教育背景，教育水平和年龄范围。调查的应用考虑了三个主要方面：BPM实施者，BPM最终用户和BPM系统开发人员。通过使用偏最小二乘估计的结构方程模型分析从113个可用问卷中获得的调查数据。结果这项研究的结果显示了一些有趣的见解。首先，等级位置对减少对流程改进更改的抵抗力没有显着影响。与预期相反，结果表明，进入制造业对降低电阻没有明显影响。最后，只有对管理的信任会对员工对BPM实施的态度产生重大影响，并且随着阶段的增加，这种影响也会增加。实际意义-通过更好地了解员工对BPM变更的态度，本文可以为BPM决策者提供支持。从这个意义上讲，该研究还可以通过促进分配优先级和支持与流程相关的决策的任务来提供实际应用。原创性/价值该研究可以鼓励BPM实施者与BPM最终用户之间建立更紧密的关系，从而促进机会，尊重和相互信任。

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