Process reengineering: who embraces it and why?

This study examined employee reactions to a process reengineering initiative in a large financial services organization. Data were obtained from 2,514 employees, using questionnaires completed anonymously. Employees having longer company tenure, those at higher levels, and men held more favorable attitudes toward the reengineering initiative. Employees indicating greater understanding of the reengineering effort had more favorable attitudes toward it. Employees holding more favorable attitudes toward the process reengineering initiative also reported more positive work experiences and outcomes and described the organization in more favorable ways. Implications for managing large‐scale change efforts are proposed.