Resistance to change poses a significant challenge for companies seeking to implement new technologies or organizational changes. According to Edwards (2019), approximately 70% of technology projects fail due to employees’ lack of acceptance, negatively impacting resources, productivity, and corporate profitability. This issue also emerged at Tre Elle, where the introduction of the "TSE" management software encountered numerous difficulties. Specifically, many employees prefer to continue using the old system, entering data in an approximate manner, despite the new program being designed to improve material traceability and streamline operational workflows. To analyze and address this situation, the study relies on the Technology Acceptance Model (TAM), a widely used framework for understanding technology adoption. TAM identifies two main factors influencing acceptance: perceived usefulness (PU) and perceived ease of use (PEOU). However, to adapt the model to Tre Elle's context, two external factors not originally included in TAM were introduced: managerial support (Support from Management - SFM), training (Training - TRA), and Generations. These elements were added to account for the importance of organizational support and training activities in promoting the adoption of the new software. The study results highlight that perceived usefulness (PU) has a significant impact on both the behavioral intention to use (BIU) and the actual use (AU) of the system. In contrast, perceived ease of use (PEOU), managerial support (SFM), and training (TRA) played secondary roles. These findings suggest that the company should focus on improving the perceived usefulness of the software by demonstrating how it can simplify work tasks and improve operational outcomes. To address the resistance encountered, several targeted initiatives were proposed. The first involves interactive training sessions aimed at demonstrating the practical benefits of the software and providing users with specific skills for its use. The second proposal includes an internal awareness campaign with regular communications and informational sessions to emphasize the strategic value of the system. Finally, establishing a continuous feedback mechanism, such as quarterly surveys and a dedicated channel, is recommended to gather valuable input for software improvement and identify additional training needs. The methodological approach adopted follows the PDCA (Plan-Do-Check-Act) cycle, a framework that enables continuous monitoring and improvement of initiatives. During the planning phase, the main problems were identified, and key factors to analyze were defined: PU, PEOU, SFM, and TRA. During the implementation phase, the software was installed, and data were collected via questionnaires to analyze the impact of these factors on adoption. The analysis results confirmed the importance of PU, suggesting prioritizing activities to enhance its perception. In conclusion, the adoption of the "TSE" management system crucially depends on the company’s ability to improve the perceived usefulness of the software while integrating TAM with external factors such as managerial support (SFM) and training (TRA). The proposed initiatives, if implemented using a structured and iterative approach like PDCA, will enable Tre Elle to overcome resistance to change, improve employee engagement, and ensure sustainable growth. This integrated approach promotes not only software adoption but also a corporate culture focused on innovation and continuous improvement.
La resistenza al cambiamento rappresenta una sfida rilevante per le aziende che desiderano implementare nuove tecnologie o modifiche organizzative. Secondo Edwards (2019), circa il 70% dei progetti tecnologici fallisce a causa della mancata accettazione da parte dei dipendenti, con effetti negativi su risorse, produttività e redditività aziendale. Questa problematica è emersa anche presso Tre Elle, dove l’introduzione del software gestionale "TSE" ha incontrato numerose difficoltà. In particolare, molti dipendenti preferiscono continuare a utilizzare il sistema precedente, inserendo i dati in modo approssimativo nonostante il nuovo programma sia stato sviluppato per migliorare la tracciabilità dei materiali e semplificare i flussi operativi. Per analizzare e affrontare questa situazione, lo studio si basa sul Technology Acceptance Model (TAM), un modello ampiamente utilizzato per comprendere l’adozione delle tecnologie. Il TAM identifica due fattori principali che influenzano l’accettazione: la percezione dell’utilità (Perceived Usefulness - PU) e la percezione della facilità d’uso (Perceived Ease of Use - PEOU). Tuttavia, per adattare il modello al contesto di Tre Elle, sono stati introdotti due fattori esterni non originariamente previsti dal TAM: il supporto manageriale (Support from Management - SFM), la formazione (Training - TRA) e le Generazioni. Questi elementi sono stati aggiunti per considerare l’importanza del supporto organizzativo e delle attività formative nel promuovere l’adozione del nuovo software. I risultati dello studio evidenziano che la percezione dell’utilità (PU) esercita un impatto significativo sia sull’intenzione comportamentale di utilizzo (Behavioral Intention to Use - BIU) sia sull’uso effettivo (Actual Use - AU) del sistema. Al contrario, la percezione della facilità d’uso (PEOU), il supporto manageriale (SFM) e la formazione (TRA) hanno avuto un ruolo secondario. Questi dati suggeriscono che l’azienda dovrebbe concentrarsi sul miglioramento della percezione dell’utilità del software, mostrando concretamente come esso possa semplificare le attività lavorative e migliorare i risultati operativi. Per affrontare le resistenze incontrate, sono state proposte alcune iniziative mirate. La prima consiste in sessioni di formazione interattive, mirate a dimostrare i benefici pratici del software e a fornire agli utenti competenze specifiche per il loro utilizzo. La seconda proposta prevede una campagna di sensibilizzazione interna, con comunicazioni regolari e sessioni informative per enfatizzare il valore strategico del sistema. Infine, si raccomanda l’istituzione di un meccanismo di feedback continuo, come sondaggi trimestrali e un canale dedicato, per raccogliere input utili al miglioramento del software e all’identificazione di ulteriori necessità formative. L’approccio metodologico adottato segue il ciclo PDCA (Plan-Do-Check-Act), una struttura che consente di monitorare e migliorare continuamente le iniziative. In fase di pianificazione, sono stati identificati i problemi principali e definiti i fattori chiave da analizzare: PU, PEOU, SFM, TRA. Durante la fase di implementazione, il software è stato installato e sono stati raccolti dati attraverso questionari per analizzare l’impatto di questi fattori sull’adozione. I risultati dell’analisi hanno confermato l’importanza della PU, suggerendo di prioritizzare attività che ne migliorino la percezione.
Resistenza al cambiamento nell'implementazione di un programma logistico: studio di caso su Tre Elle utilizzando il Technology Acceptance Model (TAM)
VERA BENITEZ, PAMELA
2023/2024
Abstract
Resistance to change poses a significant challenge for companies seeking to implement new technologies or organizational changes. According to Edwards (2019), approximately 70% of technology projects fail due to employees’ lack of acceptance, negatively impacting resources, productivity, and corporate profitability. This issue also emerged at Tre Elle, where the introduction of the "TSE" management software encountered numerous difficulties. Specifically, many employees prefer to continue using the old system, entering data in an approximate manner, despite the new program being designed to improve material traceability and streamline operational workflows. To analyze and address this situation, the study relies on the Technology Acceptance Model (TAM), a widely used framework for understanding technology adoption. TAM identifies two main factors influencing acceptance: perceived usefulness (PU) and perceived ease of use (PEOU). However, to adapt the model to Tre Elle's context, two external factors not originally included in TAM were introduced: managerial support (Support from Management - SFM), training (Training - TRA), and Generations. These elements were added to account for the importance of organizational support and training activities in promoting the adoption of the new software. The study results highlight that perceived usefulness (PU) has a significant impact on both the behavioral intention to use (BIU) and the actual use (AU) of the system. In contrast, perceived ease of use (PEOU), managerial support (SFM), and training (TRA) played secondary roles. These findings suggest that the company should focus on improving the perceived usefulness of the software by demonstrating how it can simplify work tasks and improve operational outcomes. To address the resistance encountered, several targeted initiatives were proposed. The first involves interactive training sessions aimed at demonstrating the practical benefits of the software and providing users with specific skills for its use. The second proposal includes an internal awareness campaign with regular communications and informational sessions to emphasize the strategic value of the system. Finally, establishing a continuous feedback mechanism, such as quarterly surveys and a dedicated channel, is recommended to gather valuable input for software improvement and identify additional training needs. The methodological approach adopted follows the PDCA (Plan-Do-Check-Act) cycle, a framework that enables continuous monitoring and improvement of initiatives. During the planning phase, the main problems were identified, and key factors to analyze were defined: PU, PEOU, SFM, and TRA. During the implementation phase, the software was installed, and data were collected via questionnaires to analyze the impact of these factors on adoption. The analysis results confirmed the importance of PU, suggesting prioritizing activities to enhance its perception. In conclusion, the adoption of the "TSE" management system crucially depends on the company’s ability to improve the perceived usefulness of the software while integrating TAM with external factors such as managerial support (SFM) and training (TRA). The proposed initiatives, if implemented using a structured and iterative approach like PDCA, will enable Tre Elle to overcome resistance to change, improve employee engagement, and ensure sustainable growth. This integrated approach promotes not only software adoption but also a corporate culture focused on innovation and continuous improvement.| File | Dimensione | Formato | |
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Descrizione: Resistance to Change in Logistics Program Implementation: A Case Study of Tre Elle Using the Technology Acceptance Model (TAM).
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https://hdl.handle.net/20.500.12075/20193