Managing_Human_Resources_Resistance_to_O.docx - Chapter 31 Managing Human Resources Resistance to Organizational Change in the Context of Innovation

Managing_Human_Resources_Resistance_to_O.docx - Chapter 31...

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Chapter 31 Managing Human Resources Resistance to Organizational Change in the Context of Innovation Jos é -Luis Rodr í guez-S á nchez 1( & ) , Nohora Mercado-Caruso 2 , and Amelec Viloria 2 1 Departamento de Econom í a de la Empresa (ADO), Econom í a Aplicada II y Fundamentos del An á lisis Econ ó mico, Universidad Rey Juan Carlos, Madrid, Spain [email protected] 2 Departamento de Gesti ò n Industrial, Agroindustrial y de Operaciones, Universidad de la Costa CUC, Barranquilla, Colombia {nmercado1,aviloria7}@cuc.edu.co Abstract. Current global and complex economies demand change and restructuring processes. Besides the usual continuous change in their personal lives, when talking about changes in their working environment, employees offer considerable resistance. Dif f culties related to managing this resistance on the part of the company will ultimately lead to organizational failure. Aimed at f lling this gap, the present research provides a management model addressing both implicit and explicit resistance. The model comprises six key factors: leadership, communication, valuable HR retention, training, participation, and f exibility. Besides the theoretical model, it has been carried out a case study of a multinational company in the mechanical engineering sector, providing researchers and professionals with a roadmap of actions to manage the identi f ed key factors. Furthermore, results reveal that Human Resources are no longer operational support. Instead, they represent a crucial asset to achieve the expected results in innovation and obtaining a sustainable competitive advantage. 31.1 Introduction Nowadays organizations have to position and compete in rapidly and constantly changing environments, de f ned as hypercompetitive and even chaotic in some cases [ 1 ]. The demands of the environment force organizations to make changes if they want to continue competing effectively in the market. Change is a complex phenomenon that appears constantly in the current context. According to [ 2 ], change is the only permanent thing. As a result, there is an undeniable increase in academic and professional interest regarding the management of organizational change processes. Faced with this scene, organizations need to respond appropriately. For this purpose, it
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331 J.-L. Rodr í guez-S á nchez et al. © Springer Nature Singapore Pte Ltd. 2020 Á. Rocha et al. (eds.), Marketing and Smart Technologies, Smart Innovation, Systems and Technologies 167, is necessary to understand and analyze when there is a need for change, to create value in order to achieve the expected results. The attitude and positioning of organizations with regard to change in an increasingly competitive market is a determining factor in the evolution and success of a company. It is important to shorten reaction times and proactively implement the change process. Otherwise, ignoring change and preserving traditional ways of doing things and thinking can lead to stagnation, decline, and failure.
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