Evidence-Based Management of Digital Transformation: Extending Organizational Change Theory to Understand Employees’ Digitalization-Supportive Intentions and Behavior
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https://doi.org/10.48693/570
https://doi.org/10.48693/570
| Title: | Evidence-Based Management of Digital Transformation: Extending Organizational Change Theory to Understand Employees’ Digitalization-Supportive Intentions and Behavior |
| Authors: | Nieland, Thea |
| ORCID of the author: | https://orcid.org/0000-0001-7286-4244 |
| Thesis advisor: | Müller, Karsten |
| Thesis referee: | Teuteberg, Frank |
| Abstract: | To successfully steer digitalization processes in organizations, it is crucial to understand how employee support for this distinct form of organizational change can be promoted. Therefore, this dissertation aims to explore the determinants of digitalization-supportive intentions and behavior. Addressing shortcomings of previous research, the three included field studies thoroughly build on and integrate established knowledge on change-supportive intentions and technology adoption. Specifically, a theoretical framework originating from organizational change literature is adapted and extended to capture the specific characteristics of digital transformation. The framework links a taxonomy of management factors with psychological factors based on the theory of planned behavior to explain digitalization-supportive intentions. With different methodological approaches (cross-sectional correlation, longitudinal, and multilevel), the studies test its inherent assumptions and explore possible external context influences on the formation of employee intentions and behavior. Study 1 provides evidence for the applicability of the theoretical framework to explain employees’ intentions to support various upcoming changes in a continuous digitalization process. It shows that all psychological factors relate to supportive intentions and seem to mediate management factors’ effects on intentions to a large extent. Also, it finds the extent to which the external environment is dynamic or competitive to relate to single psychological factors. Study 2 adapts the framework to incorporate meaningful determinants in disruptive episodes of digital transformation, involving the introduction of specific technology. Again, the results support the framework, as changes in psychological factors (over time) largely mediate the effects of changes in management factors on changes in supportive intentions and behavior. In addition, Study 3 identifies the impact of management and psychological factors with a social reference (e.g., supervisor support, social norm) as particularly susceptible to cultural variation in multinational organizations. Overall, the appended studies demonstrate the value of adapting and extending established theories to advance knowledge on determinants of favorable employee reactions and behavior during digital transformation. The framework and specific results, summarized in a process model for the management of digital transformation, hold great potential to advance evidence-based management and tailor change management interventions to different contexts. |
| URL: | https://doi.org/10.48693/570 https://osnadocs.ub.uni-osnabrueck.de/handle/ds-2024081611456 |
| Subject Keywords: | digital transformation; change-supportive behavior; evidence-based management; cross-cultural management; external context; digitale Transformation; veränderungsunterstützende Absichten; evidenzbasiertes Management; interkulturelles Management; externer Kontext |
| Issue Date: | 16-Aug-2024 |
| License name: | Attribution-NonCommercial-NoDerivs 3.0 Germany |
| License url: | http://creativecommons.org/licenses/by-nc-nd/3.0/de/ |
| Type of publication: | Dissertation oder Habilitation [doctoralThesis] |
| Appears in Collections: | FB08 - E-Dissertationen |
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| File | Description | Size | Format | |
|---|---|---|---|---|
| thesis_nieland.pdf | Präsentationsformat | 976,92 kB | Adobe PDF | thesis_nieland.pdf  View/Open |
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