مجلة دراسات في سيكولوجية الانحراف
Volume 11, Numéro 1, Pages 161-176
2026-06-12
Resistance To Erp Implementation As A Catalyst For Organizational Change: Case Study Of Two Private Companies In The Province Of Bejaia
Authors : Boulila Farid . Bessai Rachid . Smail Idir .
Abstract
Resistance to organizational change remains a key factor in the failure or weakening of ERP implementation projects, yet its concrete forms are still poorly documented in Algerian private companies. Drawing on Bareil’s (2004) model of concern phases, classic change management frameworks (Lewin; Kotter/ADKAR), and theories of technological resistance (status quo bias, technostress), this article examines passive resistance during ERP implementation in two Algerian firms: SARL Ibrahim et Fils/Ifri and SARL Very Net. Using a qualitative approach based on 16 semi-structured interviews, the study identifies several passive resistance behaviors, including a return to old practices, slowness in task execution, neglect of new responsibilities, parallel practices, weak support, and blind obedience. These behaviors are linked to a change perceived as imposed within a highly hierarchical managerial context that limits employee autonomy and reinforces inertia. The study contributes to a better understanding of passive resistance in ERP projects by emphasizing the role of organizational context in Algerian private companies.
Keywords
organisational change ; passive resistance ; ERP ; concern phase model ; Algerian private companies ; Bejaia
Les articles similaires
بوسالم أحلام
.
عابد يوسف
.
ص 117-132.
Yahia Zeghoudi
.
pages 74-88.
Said Houari Amel
.
pages 257-268.
Khiari Mounir
.
Benkara Imene
.
pages 17-34.
