engleski

Understanding the Soft Side of BPM as a Competitiveness Driver: a Preliminary Research

The aim of paper is to investigate the employees’ resistance to business process management (BPM) initiatives. Academics and business practitioners agree that BPM impacts the organizational competitiveness and a lot of effort was put into investigations related to BPM implementation critical success factors. Many researchers emphasize that human resources must be considered a very important element of BPM. However, there is still no unified understanding about employees’ resistance to changes that are caused by BPM implementation. The findings of previous researches into reluctance related to BPM acceptance are analysed and systemized in order to answer the following question: which key problems regarding the employees’ change resistance are mentioned in the literature? A qualitative content analysis of the findings is presented. Additionally, a research model that is based on the theory of reasoned action (TRA) is developed. The research results contribute BPM holistic approach by shedding more lights on the factors that increase and empower, or weaken and inhibit employees’ tendencies to engage in BPM initiatives and to accept the changes. The deployment of model proposed by this research could help SMEs to conduct BMP initiatives successfully.

theory of reasoned action, business process management, competitiveness, employees’ behaviour, resistance

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