What are the main sources of employee resistance to digital transformation, and how can organizations effectively respond to them? Insights from the Bullhorn implementation at Unique

Details

Supervisors

Guilmot, Nathalie

Faculty

Louvain School of Management

Degree label

Master [120] : ingénieur de gestion, à finalité spécialisée

Abstract

enThis master's thesis examines the primary sources of employee resistance to digital transformation and how organizations can effectively respond to them. Drawing on a qualitative case study of the Bullhorn implementation at Unique, a recruitment company, this research conceptualizes resistance as a multidimensional and evolving phenomenon, following Piderit's framework, rather than a purely irrational or obstructive reaction. Three complementary theoretical frameworks guide the analysis: Bareil's Stages of Concern model, the Unified Theory of Acceptance and Use of Technology (UTAUT), and the ADKAR model. The findings identify interrelated sources of resistance: the gap between anticipated and experienced value, the disruption of established professional practices and identities, and disengagement produced by the change process itself when employee feedback goes unacknowledged. Regarding organizational responses, the study reveals that their effectiveness depends on structural foundations, active managerial involvement, adapted training, and responsive communication. Importantly, in an iterative deployment context, resistance cannot be resolved once but must be continuously managed across phases, requiring organizations to recalibrate their responses at each transition. From a theoretical standpoint, this research argues that classical change management models must be applied in an adaptive, cyclical, and diagnostic manner rather than as linear, bounded frameworks. These findings contribute to a better understanding of how organizations can sustain employee engagement throughout successive phases of digital transformation.