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

Purpose The 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/approach The 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. Findings The 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/implications Study 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/value The 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.