Digital Transformation of the Human Resources Function and Resistance to Change in Moroccan SMEs: A Conceptual Model and Methodological Framework Proposal

Marouan EL HAMMARI, Loubna BELMOURD, Hicham EL YOUSSFI

This conceptual paper proposes a theoretical model and a methodological framework for studying resistance to change in the context of the digital transformation of the human resources function (e-HRM) in Moroccan small and medium-sized enterprises (SMEs). Drawing on Lewin's force field theory, the multidimensional view of resistance and the UTAUT model, an integrative framework is developed linking individual determinants (perceived job insecurity, digital skills gaps) and organizational determinants (managerial communication, change support) to resistance to change and to the acceptance of digital HR tools, with trust in management as a mediating mechanism. Four research hypotheses are formulated. A positivist, hypothetico-deductive quantitative design is proposed, based on a questionnaire survey of employees, HR managers and owner-managers of Moroccan SMEs, to be analyzed through partial least squares structural equation modeling (PLS-SEM) with bootstrap mediation analysis. Expected theoretical and managerial contributions are discussed. The empirical validation of the model will be the subject of a forthcoming research article.