Factors Influencing Adoption of Information Technologies for Public Transportation Project Inspection: A WSDOT Case Study

2019 ◽  
Vol 2673 (2) ◽  
pp. 1-12
Author(s):  
Julian Yamaura ◽  
Stephen T. Muench ◽  
Kim Willoughby
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Public Transportation ◽  
Information Technologies ◽  
User Study ◽  
New Technology ◽  
Management Program ◽  
Lessons Learned ◽  
Structured Interviews

This paper presents a case study of the organizational change process associated with the Washington State Department of Transportation (WSDOT) year-long research program that implemented a cloud-based mobile project inspection application to 18 project engineering offices (PEO) across the state. Ultimately, four out of the 18 PEOs decided to adopt the new technology. Data from semi-structured interviews and a user study conducted two months after implementation are used to identify organizational change strategies used by WSDOT, and how those relate to ideas from the general literature on change management. The loss of upper management program leaders, inadequate communication and training to prepare personnel for the change, and policy and procedural uncertainties in integrating the change with other systems and operations were found to be factors that may have influenced the outcome of the program. While this paper focuses on one DOT’s efforts, other DOTs may have similar organizational structures and implementation efforts, and the findings and lessons learned could serve as a representative model for how such implementation might best be accomplished in a DOT and how that might differ from traditional change management guidance.

A Case of an IT-Enabled Organizational Change Intervention

2012 ◽  
pp. 190-212
Author(s):  
Bing Wang ◽  
David Paper
Keyword(s):  
Information Technology ◽  
Organizational Change ◽  
Change Management ◽  
New Technology ◽  
The Novel ◽  
New Paradigm ◽  
It Implementation ◽  
Perceived Change ◽  
Change Event

This case study documents an organizational change intervention concerning the implementation of a novel information technology at a university-owned research foundation (URF). It evidences the disparate expectations and reactions by key actors toward the change event, marking a mismatch between a new paradigm required by the new technology and existing information technology practices. Drawing upon change management and management information systems (MIS) literature, the authors discuss the perceived change management issues hindering the change process at URF. The discussion is tempered by a theoretical lens that attempts to integrate the literature bases drawn upon in this research. In particular, resistance from in-house IT specialists was observed as the strongest force obstructing the novel IT implementation. This study offers a forum to stimulate both researchers and practitioners to rethink the necessary elements required to enact change, especially with respect to novel IT implementations.

A Case of an IT-Enabled Organizational Change Intervention

2011 ◽  
pp. 286-309
Author(s):  
Bing Wang ◽  
David Paper
Keyword(s):  
Information Technology ◽  
Organizational Change ◽  
Change Management ◽  
New Technology ◽  
The Novel ◽  
New Paradigm ◽  
It Implementation ◽  
Perceived Change ◽  
Change Event

This case study documents an organizational change intervention concerning the implementation of a novel information technology at a university-owned research foundation (URF). It evidences the disparate expectations and reactions by key actors toward the change event, marking a mismatch between a new paradigm required by the new technology and existing information technology practices. Drawing upon change management and management information systems (MIS) literature, we discuss the perceived change management issues hindering the change process at URF. Our discussion is tempered by a theoretical lens that attempts to integrate the literature bases drawn upon in this research. In particular, resistance from in-house IT specialists was observed as the strongest force obstructing the novel IT implementation. This study offers a forum to stimulate both researchers and practitioners to rethink the necessary elements required to enact change, especially with respect to novel IT implementations.

A Case of an IT-Enabled Organizational Change Intervention

2011 ◽  
pp. 1-20
Author(s):  
Bing Wang ◽  
David Paper
Keyword(s):  
Information Technology ◽  
Organizational Change ◽  
Change Management ◽  
New Technology ◽  
The Novel ◽  
New Paradigm ◽  
It Implementation ◽  
Perceived Change ◽  
Change Event

This case study documents an organizational change intervention concerning the implementation of a novel information technology at a university-owned research foundation (URF). It evidences the disparate expectations and reactions by key actors toward the change event, marking a mismatch between a new paradigm required by the new technology and existing information technology practices. Drawing upon change management and management information systems (MIS) literature, we discuss the perceived change management issues hindering the change process at URF. Our discussion is tempered by a theoretical lens that attempts to integrate the literature bases drawn upon in this research. In particular, resistance from in-house IT specialists was observed as the strongest force obstructing the novel IT implementation. This study offers a forum to stimulate both researchers and practitioners to rethink the necessary elements required to enact change, especially with respect to novel IT implementations.

A Case of an IT-Enabled Organizational Change Intervention

2011 ◽  
pp. 140-158 ◽  
Author(s):  
Bing Wang ◽  
David Paper
Keyword(s):  
Information Technology ◽  
Organizational Change ◽  
Change Management ◽  
New Technology ◽  
The Novel ◽  
New Paradigm ◽  
It Implementation ◽  
Perceived Change ◽  
Change Event

This case study documents an organizational change intervention concerning the implementation of a novel information technology at a university-owned research foundation (URF). It evidences the disparate expectations and reactions by key actors toward the change event, marking a mismatch between a new paradigm required by the new technology and existing information technology practices. Drawing upon change management and management information systems (MIS) literature, we discuss the perceived change management issues hindering the change process at URF. Our discussion is tempered by a theoretical lens that attempts to integrate the literature bases drawn upon in this research. In particular, resistance from in-house IT specialists was observed as the strongest force obstructing the novel IT implementation. This study offers a forum to stimulate both researchers and practitioners to rethink the necessary elements required to enact change, especially with respect to novel IT implementations.

Paper2Wire – A Case Study of User-Centred Development of Machine Learning Tools for UX Designers

i-com ◽  
2021 ◽  
Vol 20 (1) ◽  
pp. 19-32
Author(s):  
Daniel Buschek ◽  
Charlotte Anlauff ◽  
Florian Lachner
Keyword(s):  
Machine Learning ◽  
Development Process ◽  
User Study ◽  
Concept Development ◽  
Lessons Learned ◽  
Design Tool ◽  
Learning Tools ◽  
Interface Elements ◽  
Industry Partner

Abstract This paper reflects on a case study of a user-centred concept development process for a Machine Learning (ML) based design tool, conducted at an industry partner. The resulting concept uses ML to match graphical user interface elements in sketches on paper to their digital counterparts to create consistent wireframes. A user study (N=20) with a working prototype shows that this concept is preferred by designers, compared to the previous manual procedure. Reflecting on our process and findings we discuss lessons learned for developing ML tools that respect practitioners’ needs and practices.

scholarly journals Organizational Change Management in Higher Education through the Lens of Executive Coaches

2021 ◽  
Vol 11 (6) ◽  
pp. 269
Author(s):  
Dimitrios Vlachopoulos
Keyword(s):  
Higher Education ◽  
Organizational Change ◽  
Change Management ◽  
Academic Community ◽  
Structured Interviews ◽  
Organizational Change Management ◽  
Executive Coaches ◽  
Leadership In Higher Education ◽  
Education Leaders ◽  
Higher Education Leaders

This study investigated perceptions of organizational change management among executive coaches working with British higher-education leaders and factors that make leaders effective when managing change. This basic qualitative research used semi-structured interviews with eight executive coaches selected through purposeful sampling. As main challenges to efficient, inclusive change management, participants mentioned leaders’ lack of a strategic vision or plan, lack of leadership and future leader development programs, and lack of clarity in decision-making. They recognized that leaders’ academic and professional profiles are positively viewed and said that, with coaching and support in leadership and strategic planning, these people can inspire the academic community and promote positive change. Additional emphasis was given to the role of coaching in the development of key soft skills (honesty, responsibility, resiliency, creativity, proactivity, and empathy, among others), which are necessary for effective change management and leadership in higher education. The paper’s implications have two aspects. First, the lessons of the actual explicit content of the coaches’ observations (challenges to efficient change management and views of leaders); second, the implications of these observations (how coaching can help and what leaders need).

scholarly journals Soft Factor In the Implementation of Quality Management Program in Majlis Agama Islam Selangor (MAIS)

2018 ◽  
Vol 10 (3) ◽  
Author(s):  
Musaiyadah Ahmadun ◽  
Siti Arni Basir ◽  
Osman Md Rasip
Keyword(s):  
Quality Management ◽  
Qualitative Method ◽  
Training And Development ◽  
Management Program ◽  
Depth Information ◽  
Soft Or ◽  
Structured Interviews ◽  
Soft Factor ◽  
Soft Factors

Many studies on the implementation of quality management programs were carried out by previous researchers. However, the study on the soft or human factors in the implementation of quality management programs is still poorly explored. Therefore, this article aims to analyze soft factors in the implementation of quality management programs at Selangor Islamic Religious Council or Majlis Agama Islam Selangor (MAIS). This study uses a qualitative method involving MAIS as a case study. Semi-structured interviews were used as a data collection method and supported by relevant documents collected from MAIS. A total of fifteen informants comprising top management and MAIS officers were interviewed to obtain in-depth information on the subjects studied. The findings reveal that there are six soft factors emerged in the implementation of quality management programs at MAIS namely leadership, training and development, teamwork, customer focus, Syura and rewards. This study demonstrates that soft factors has helped facilitate the implementation of quality management programs in MAIS. The results of this study can be used as guidance by managers in public or corporate organizatons in their efforts to implement quality management programs effectively.

scholarly journals The Learning History Methodology: An Infrastructure for Collective Reflection to Support Organizational Change and Learning

2021 ◽  
Vol 19 (2) ◽  
pp. pp71-83
Author(s):  
Julie Béliveau ◽  
Anne-Marie Corriveau
Keyword(s):  
Organizational Change ◽  
Organizational Learning ◽  
Research Question ◽  
Lessons Learned ◽  
Research Approach ◽  
Structured Interviews ◽  
Data Set ◽  
Support Tool ◽  
Learning History ◽  
Action Research Approach

Organization members often complain about insufficient time to reflect collectively as they grapple with constant significant changes. The Learning History methodology can support this collective reflection. Given the scant empirical studies of this action research approach, the present paper fills this gap by giving an overview of this methodology and by presenting a qualitative study that answers the following research question: How does the Learning History methodology contribute to collective reflection among organization members during major organizational change? To answer this question, an empirical research project was led within five healthcare organizations in Canada during their implementation of the Planetree person-centered approach to management, care, and services. The data set includes 150 semi-structured interviews, 20 focus groups and 10 feedback meetings involving organization members representing all hierarchical levels in the five participating institutions. The results highlight the five types of contributions of the Learning History methodology to collective reflection within the five institutions that participated in the study: 1) a process of expression, dialogue, and reflection among organization members; 2) a portrait of the change underway; 3) a support tool for the change process; 4) a vector for mobilizing stakeholders; and 5) a source of organizational learning.  The results also show how organization members’ collective reflection is built through the various stages of the Learning History methodology. By demonstrating that this collective reflection leads to true organizational learning, the findings position the Learning History as a research-action method useful both from a research standpoint and as an organizational development tool. In the conclusion, lessons learned using the LH approach are shared from a researcher’s perspective. This paper should interest researchers and practitioners who seek research methodologies that can offer an infrastructure for collective reflection to support organizational change and learning.

scholarly journals Understanding employees’ intrapreneurial behavior: a case study

2020 ◽  
Vol 49 (8) ◽  
pp. 1677-1694 ◽  
Author(s):  
Georgiana-Alexandra Badoiu ◽  
Mercedes Segarra-Ciprés ◽  
Ana B. Escrig-Tena
Keyword(s):  
Organizational Support ◽  
Single Case ◽  
New Technology ◽  
Organizational Factors ◽  
Corporate Entrepreneurship ◽  
Structured Interviews ◽  
Content Type ◽  
Individual Level ◽  
Top Managers

Purpose The purpose of this paper is to provide a deeper insight into the organizational factors and personal motivations of intrapreneurs that may foster intrapreneurial behaviors of employees in a new technology-based firm (NTBF). Design/methodology/approach The paper takes a qualitative approach to explore organizational and individual antecedents of employees’ intrapreneurial behavior. A single case study was conducted on the basis of semi-structured interviews with the founders and top managers of the firm and with intrapreneurial employees. Findings Results show that intrapreneurial projects may arise in firms whose top managers support corporate entrepreneurship (CE) in a non-active manner. Intrapreneurial behaviors of employees can emerge despite the lack of time and limited resources available for undertaking projects. Moreover, work discretion and mutual confidence and the quality of the relationship between employees and top managers are the most valued factors for intrapreneurs. Practical implications Based on the intrapreneurial projects studied, this paper helps to contextualize intrapreneurs’ perception of organizational support and the personal motivations for leading projects within an NTBF. Originality/value Traditionally, the literature has mainly focused on the top-down implementation of entrepreneurial projects within large firms. This paper contributes to the understanding of the combination of firm- and individual-level factors that facilitate intrapreneurial behaviors of employees. It also illustrates the contextual conditions and the firms’ orientation on CE within an NTBF.

Evidence and leading indicators of change success

2015 ◽  
Vol 31 (10) ◽  
pp. 1-5 ◽  
Author(s):  
Paul Arnold
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Business Leaders ◽  
Change Strategies ◽  
Change Initiatives ◽  
Content Type ◽  
Corporate Change ◽  
Technological Discontinuities ◽  
The Impact

Purpose – This paper discusses the important issues relating to the management of corporate change and includes an appropriate case study. It will benefit all business leaders, particularly those involved with the development of change strategies and the implementation of those strategies. Paul Arnold’s experience will improve their understanding of change management by providing the tools that will enable them to effectively understand and assess the progress of change initiatives in their organization. Findings – Every organization is subject to change, and virtually, everyone within the organization will be affected by change. Such is the impact of a rapidly evolving marketplace that organizational change management has become a permanent feature of the business landscape. To be effective, organizational change must be able to genuinely transform the business. Yet in the relentless search for new techniques to revolutionize the way things are done, and in the haste to manage technological discontinuities, many organizations fail to adequately develop, communicate and execute their vision for the change. Originality/value – The recently developed Change Index discussed in this paper provides a concrete and clear measurement system that enables management to effectively understand and assess progress of change initiatives in their organization. The paper benefits all business leaders, particularly those involved with the development of change strategies and the implementation of those strategies.

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