Browsing by Subject "Change management"

Now showing 1 - 2 of 2
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    Implementing data analytics as an organizational innovation in colleges and universities
    (2014-11) Foss, Lisa Helmin
    This study explores the question, How are individual adoption and organizational implementation of innovations in higher education related to the context of the organization, the characteristics of the innovation, and the attitudes of adopters? The study uses data collected from a survey of deans and department chairs from U.S. higher education institutions to examine the implementation of data analytics, or the extensive use of data, statistical analysis, data mining and modeling to drive organizational decisions, as an example of an organizational innovation. The findings indicate that individual adoption is associated with the adopter's perception of the usefulness of data analytics in practice and its legitimacy in solving organizational challenges. The usefulness of data analytics is related to the innovation characteristics of usability and functionality, which are in turn related to an organizational context that includes institutional and professional support for adoption, academic leaders engaged in implementation, data and information integrated into existing operations, and an organizational culture that is data-driven. Legitimacy is related to the functionality of data analytics and the existence of a data-driven culture but also the discipline of the adopter and institution type. The findings also indicate that organizational implementation of data analytics is associated with the alignment of data analytics to its organizational culture, the pressure exerted by the external environment, and the organization's dissatisfaction with current external methods or practices in use.
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    Insecure commitment and resistance: an examination of change leadership, self-efficacy, and trust on the relationship between job insecurity, employee commitment, and resistance to organizational change
    (2013-09) Smith, Robert Elijah
    This study was designed to examine the mediation role of self-efficacy and the moderating roles of change leadership strategy and trust on the change attitudes of job insecure employees. Using job insecurity theory (Greenhalgh, 1983), Chin & Benne's (1961) seminal classification of change leadership strategies and the tripartite model of attitudes (Breckler, 1984; McDougal, 1909) as a theoretical basis, data were collected from two samples of employees including a manufacturing firm (n=275) and a retail company (n= 350). The samples and study hypotheses were analyzed using hierarchical multiple regression analysis.As predicted, job insecurity was directly positively related to affective, behavioral, and cognitive resistance to change and self-efficacy partially or fully mediated the relationships. Mixed results were found for the role of trust as well as information and participation-based change leadership strategies in moderating employee resistance to change. In some cases perceived information-based and participation change leadership approaches were associated with increased resistance rather than decreased resistance to change. Power-based change leadership strategies however were found to be consistently associated with more pessimistic employee attitudes. Results support previous findings showing that individuals who believe they will be negatively impacted by organizational change are particularly sensitive to change leadership approaches. The results also suggest that commonly prescribed change leadership strategies such as increased information, communication, and participation during periods of heightened job insecurity may not always be effective in reducing resistance to change but efforts to increase employee self-efficacy may support the coping mechanism employees use to reduce resistance to change attitudes in organizational change climates with moderate levels of job insecurity.