Transition and change during the implementation of a computer-based manufacturing process planning system: an analysis using the equity implementation model

Implementing changes in technologies, systems, work practices and organizational structures is vitally important for the survival of organizations in today's competitive environments. However, introducing changes in organizations is not easy. Employees often resist changes. This paper presents a case study of the implementation of a computer-based manufacturing process planning system in an automotive assembly plant. The paper employs an equity implementation model to understand resistance to the system by zone supervisors and quick acceptance by plant engineers, two major employee groups who were affected by this change. Factors affecting employee reactions to the change are identified and analyzed on the basis of the equity implementation model. The paper concludes that the equity implementation model provides a useful framework for understanding and explaining resistance and acceptance behavior of employees. The model can also be useful in assessing the job-related impacts of a system or technology implementation. The paper also discusses suggestions for implementers in developing successful change implementation strategies.