Are ‘Change Alliances’ the Root Solution to Engineers’ Strong Resistance to Change? Lessons from SEAM Intervention-Research

Amandine Savall (), Françoise Goter () and Rastrollo-Horrillo María-Angeles ()
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Amandine Savall: ISEOR - Institut de Socio-économie des Entreprises et des ORganisations - Institut de socio-économie des entreprises et des organisations, MAGELLAN - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon
Françoise Goter: Iaelyon - Iaelyon School of Management - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon, MAGELLAN - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon, ISEOR - Institut de Socio-économie des Entreprises et des ORganisations - Institut de socio-économie des entreprises et des organisations
Rastrollo-Horrillo María-Angeles: Universidad de Málaga [Málaga] = University of Málaga [Málaga]

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Abstract: This paper investigates the heightened resistance to organizational change frequently observed in engineering contexts. Drawing on findings from intervention-research projects conducted within engineering companies, it highlights how engineers can exhibit stronger change resistance than other professional groups. This tendency stems from an educational and professional culture that prioritizes technical precision and certainty, often discouraging the adaptability required for organizational and managerial change. By integrating empirical data with theoretical insights, the study offers a contextualized framework for addressing and managing resistance among engineers, emphasizing the importance of tailored interventions. Key strategies include forging alliances between technical and managerial stakeholders, employing iterative trial-and-error approaches, and implementing participatory practices that enhance readiness to change and a sense of belonging. The findings contribute both theoretically and practically: they extend existing resistance-to-change models by incorporating contextual factors, and they provide practitioners—consultants and managers—with new approaches for more effective change management within engineering settings.

Keywords: Engineering contexts; Change management; Resistance to change; Intervention research; Seam (search for similar items in EconPapers)
Date: 2025-07-25
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Published in Academy of Management Annual Meeting, Academy of management, Jul 2025, Copenaghe, France

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:halshs-05474705

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