<?xml version="1.0" encoding="ISO-8859-1"?><article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance">
<front>
<journal-meta>
<journal-id>0120-8160</journal-id>
<journal-title><![CDATA[Revista EAN]]></journal-title>
<abbrev-journal-title><![CDATA[Rev. esc.adm.neg]]></abbrev-journal-title>
<issn>0120-8160</issn>
<publisher>
<publisher-name><![CDATA[Universidad EAN]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S0120-81602019000200103</article-id>
<article-id pub-id-type="doi">10.21158/01208160.n87.2019.2409</article-id>
<title-group>
<article-title xml:lang="en"><![CDATA[Change Management Minimizing Resistance to a Shared Services Centre project in Latin America]]></article-title>
<article-title xml:lang="es"><![CDATA[Gestión del cambio: minimizando la resistencia a un proyecto de Centro de Servicios Compartidos en América Latina]]></article-title>
<article-title xml:lang="pt"><![CDATA[Gestão de mudanças: minimizando a resistência a um projeto do Centro de Serviços Compartilhados na América Latina]]></article-title>
<article-title xml:lang="fr"><![CDATA[Gestion du changement : minimiser la résistance au projetd&#8217;ouverture d&#8217;un centre de services partagés en Amérique latine]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Di Petta]]></surname>
<given-names><![CDATA[Arnaldo]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Ferraz]]></surname>
<given-names><![CDATA[Renato Ribeiro Nogueira]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,Universidade Nove de Julho - UNINOVE  ]]></institution>
<addr-line><![CDATA[São Paulo ]]></addr-line>
<country>Brazil</country>
</aff>
<aff id="Af2">
<institution><![CDATA[,Universidade de Mogi das Cruzes - UMC  ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Brazil</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>12</month>
<year>2019</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>12</month>
<year>2019</year>
</pub-date>
<numero>87</numero>
<fpage>103</fpage>
<lpage>115</lpage>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_arttext&amp;pid=S0120-81602019000200103&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_abstract&amp;pid=S0120-81602019000200103&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_pdf&amp;pid=S0120-81602019000200103&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="en"><p><![CDATA[Abstract This paper presents Change Management as the tool that helped minimize the resistance of the employees in the finance area of a multinational enterprise to the implementation of a Shared Services Center (SSC) in Latin America. It was found that in 16 countries in the region, the leaders and their respective teams were immersed in the process of migrating financial transactions to a subcontracted SSC. The challenge was to facilitate the implementation of this project by minimizing the risks of not achieving success by means of using the Action-Research method. After analyzing the types of resistance to overcome, the team developed a change management plan in order to obtain the support and commitment that is required from the leaders, involving employees to retain knowledge without affecting the deadlines for the implementation of the project. The individual commitment of the majority of directly involved employees was reached by treating them transparently, openly, and frankly, a fact that contributed to the success of the project. Therefore, it was possible for the team to identify and adequately address many risks that, if not resolved properly, could have delayed the implementation of the project or even jeopardize the activities in the different business units of the multinational in Latin America. The execution worked on the resistance, empowered local leaders as change agents, clarified the doubts of the employees, and ensured the closure of the project on time, within the conditions that were planned and without affecting the business.]]></p></abstract>
<abstract abstract-type="short" xml:lang="es"><p><![CDATA[Resumen Este trabajo presenta la gestión del cambio como la herramienta que permitió minimizar la resistencia de los empleados del área de finanzas de una multinacional a la implementación de un Centro de Servicios Compartidos (CSC) en América Latina. Los líderes y sus respectivos equipos en dieciséis países de la región se encontraban inmersos en el proceso de migración de transacciones financieras a un CSC subcontratado. El desafío fue facilitar la implementación de este proyecto minimizando los riesgos de no alcanzar el éxito y para eso se aplicó el método de Action-Research. Luego de analizar los tipos de resistencia a superar, el equipo desarrolló un plan de gestión del cambio para obtener el apoyo y el compromiso de los líderes, involucrando a los empleados para retener el conocimiento sin afectar los plazos de implementación del proyecto. Tratando de manera transparente, abierta y franca a todos los empleados directamente involucrados, se logró el compromiso individual de la mayoría, lo que contribuyó al éxito del proyecto. Por lo tanto, fue posible para el equipo identificar y tratar adecuadamente muchos riesgos que, de no resolverse adecuadamente, podrían haber retrasado la implementación del proyecto o incluso poner en peligro las actividades en las diferentes unidades de negocios de la multinacional en América Latina. La ejecución trató la resistencia, empoderó a los líderes locales como agentes de cambio, aclaró las dudas de los empleados y aseguró el cierre del proyecto a tiempo, dentro de las condiciones planificadas y sin afectar el negocio.]]></p></abstract>
<abstract abstract-type="short" xml:lang="pt"><p><![CDATA[Resumo Este artigo apresenta gestão de mudanças como a ferramenta que minimizou a resistência dos funcionários da área financeira de uma multinacional à implementação de um Centro de Serviços Compartilhados (CSC) na América Latina. Os líderes e suas respectivas equipes em dezesseis países da região estavam imersos no processo de migração de transações financeiras para um CSC subcontratado. O desafio era facilitar a implementação deste projeto, minimizando os riscos de não obter sucesso e para isso o método de Pesquisa-Ação foi aplicado. Após analisar os tipos de resistência a serem superados, a equipe desenvolveu um plano de gestão de mudanças para obter o apoio e o comprometimento dos líderes, envolvendo os funcionários para reter o conhecimento sem afetar os prazos de implementação do projeto. Ao tratar de forma transparente, aberta e franca todos os funcionários diretamente envolvidos, o compromisso individual da maioria foi alcançado, o que contribuiu para o sucesso do projeto. Portanto, foi possível que a equipe identificasse e enfrentasse adequadamente muitos riscos que, se não fossem resolvidos adequadamente, poderiam atrasar a implementação do projeto ou até comprometer as atividades nas diferentes unidades de negócios da multinacional na América Latina. A execução tratou a resistência, empoderou os líderes locais como agentes de mudança, esclareceu as dúvidas dos funcionários e garantiu o fechamento do projeto no prazo, dentro das condições planejadas e sem afetar os negócios.]]></p></abstract>
<abstract abstract-type="short" xml:lang="fr"><p><![CDATA[Résumé Ce document révèle de quelle manière la gestion du changement peut être un outil permettant de minimiser la résistance des employés d&#8217;une multinationale à la mise en place d&#8217;un Centre de Services Partagés (CSP) en Amérique latine. Les dirigeants et les équipes de seize pays de la région ont été contraint à un processus de migration des transactions financières vers ce sous-traitant. Le défi consistait à faciliter la mise en place de ce projet en minimisant les risques d&#8217;échec par l&#8217;application de la méthode Action-Research. Après avoir analysé les types de résistance à surmonter, l&#8217;équipe a mis au point un plan de gestion du changement visant à obtenir le soutien et l&#8217;engagement des dirigeants, à impliquer les employés dans la conservation des connaissances, sans affecter les délais de mise en &#339;uvre du projet. Tous les employés directement impliqués dans ce processus y ont participé de manière transparente et proactive, et leur engagement individuel total a contribué au succès du projet. L'équipe a pu identifier et gérer de manière adéquate de nombreux risques ayant pu retarder la mise en &#339;uvre du projet voire compromettre les activités de différente unités commerciales de la multinationale en Amérique latine. Ce processus collaboratif d&#8217;implémentation a vaincu les résistances, habilité les dirigeants locaux en tant qu'agents du changement, clarifié les doutes des employés et assuré la finalité du projet dans les délais impartis et les conditions prévues, sans affecter l'activité de l&#8217;entreprise.]]></p></abstract>
<kwd-group>
<kwd lng="en"><![CDATA[change management]]></kwd>
<kwd lng="en"><![CDATA[project management]]></kwd>
<kwd lng="en"><![CDATA[project administration]]></kwd>
<kwd lng="en"><![CDATA[project implementation]]></kwd>
<kwd lng="en"><![CDATA[change agents]]></kwd>
<kwd lng="en"><![CDATA[resistance to change]]></kwd>
<kwd lng="en"><![CDATA[change in organizations]]></kwd>
<kwd lng="es"><![CDATA[gestión del cambio]]></kwd>
<kwd lng="es"><![CDATA[gestión de proyectos]]></kwd>
<kwd lng="es"><![CDATA[gerencia de proyectos]]></kwd>
<kwd lng="es"><![CDATA[implementación de proyectos]]></kwd>
<kwd lng="es"><![CDATA[agentes de cambio]]></kwd>
<kwd lng="es"><![CDATA[resistencia al cambio]]></kwd>
<kwd lng="es"><![CDATA[cambio en las organizaciones]]></kwd>
<kwd lng="pt"><![CDATA[gestão de mudanças]]></kwd>
<kwd lng="pt"><![CDATA[gestão de projetos]]></kwd>
<kwd lng="pt"><![CDATA[gerência de projetos]]></kwd>
<kwd lng="pt"><![CDATA[implementação de projetos]]></kwd>
<kwd lng="pt"><![CDATA[agentes de mudança]]></kwd>
<kwd lng="pt"><![CDATA[resistência à mudança]]></kwd>
<kwd lng="pt"><![CDATA[mudança nas organizações]]></kwd>
<kwd lng="fr"><![CDATA[gestion du changement]]></kwd>
<kwd lng="fr"><![CDATA[gestion de projet]]></kwd>
<kwd lng="fr"><![CDATA[suivi de projets]]></kwd>
<kwd lng="fr"><![CDATA[mise en &#339;uvre du projet]]></kwd>
<kwd lng="fr"><![CDATA[agents du changement]]></kwd>
<kwd lng="fr"><![CDATA[résistance au changement]]></kwd>
<kwd lng="fr"><![CDATA[changement dans les organisations]]></kwd>
</kwd-group>
</article-meta>
</front><back>
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