A Quantitative Analysis of Business Process Reengineering and Organizational Resistance: The Case of Uganda
Despite efforts by many organisations to redesign their processes, many of them have not succeeded. The main objective of the study was to analyse the extent to which organisational resistance impacts on the implementation of BPR. We used survey methodology using a questionnaire for data collection. Descriptive analysis of factors that cause resistance was conducted and results showed that only 30.4% of BPR in Uganda have been successful. The results showed that the factors that impact on BPR implementation include; users’ awareness of BPR project, level of emotional response, organisational resistance, and failure of management to create awareness among others.
Organisational resistance can significantly lead to failure of BPR and therefore user involvement should be paramount throughout implementation. This paper is important to organisations that need reform and effectiveness in their business process to highlight the importance of soft issues in BPR and to other researchers of BPR.