Discursive Institutionalism for reconciling change and stability in digital innovation public sector projects for development

Kromidha, Endrit; Córdoba‐Pachón, José‐Rodrigo

doi:10.1016/j.giq.2016.11.004

Cited by 14 publications

(11 citation statements)

References 32 publications

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“…The characteristics of these new technological developments are complicated [ 21 ], and it is expected that the fourth industrial revolution will bring new changes by growing networking, data-based intelligence, and knowledge sharing between humans by real-time computer interaction [ 153 ]. When new technology is initiated in an organization, institutional influence is normally based on centralization; however, simply adopting external requirements could result in short-term usage of new technology like perceived ease of use but not long-term goals like usefulness and intention to use in our study [ 13 ].…”

Section: Discussion and Implicationmentioning

confidence: 99%

“…Furthermore, given that our alternative two-factor institution models are based on high hierarchical level organization, the results might show differently if they were applied to low hierarchical level organization. In addition, to offer greater insight into the phenomenon of usage and utilization, the use of case studies should be considered to investigate more interpretive research of new technology in the fourth industrial revolution phenomena [ 13 , 14 ]. Future studies are encouraged to explore the issues and practices of new technology and its effectiveness in the context of determinants.…”

Section: Discussionmentioning

confidence: 99%

“…Therefore, innovation strategies that consider the specific contexts and characteristics that exist in the public sector are necessary. Kromidha and Córdoba-Pachón ([ 13 ], p. 16) effectively explained the meaning of digital technologies in the public sector through adopting discursive institutionalism; digital innovation projects in the public sector are important strategic points of interaction for multifaceted stakeholders whose ideas and discourses could converge. In a transition context, coordinate discourse dominates thorough transformation projects, communicative discourse is valuable for change, participation in discourse is influenced by the power position, and the leadership philosophies’ value-led discourses are tools to justify desirable change.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Searching for New Model of Digital Informatics for Human–Computer Interaction: Testing the Institution-Based Technology Acceptance Model (ITAM)

Kang

Nakbum

Kim

2021

IJERPH

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The fourth industrial revolution has produced new information technology (IT) that is widely used in the healthcare industry. Although the nature of the institution affects IT adoption, the Technology Acceptance Model (TAM), a dominant theory, has dismissed its role and influence. Our research investigates how institutions influence the adoption of new IT by using the Institution-based Technology Acceptance Model (ITAM). We conducted an empirical test by using survey data collected from 300 employees in the public sector. Structural equation modeling was applied to test the proposed hypotheses. The results showed the total effect of institutions on the intention to use new IT is positive and significant. Second, IT adoption is not only affected by external institutions but also by type of institution; the external institution takes a greater role in inducing perceived usefulness, perceived ease of use, and intention to use than does the internal. Third, perceived ease of use and perceived usefulness play mediating roles between institution and IT adoption. Fourth, an alternative expanded model to which more individual and organizational factors were added confirmed the results of the base model. We concluded that institutions have a strong impact on the level of intention for IT use through perceived ease of use and perceived usefulness.

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Section: Discussion and Implicationmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Searching for New Model of Digital Informatics for Human–Computer Interaction: Testing the Institution-Based Technology Acceptance Model (ITAM)

Kang

Nakbum

Kim

2021

IJERPH

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“…The model requires a national policy change to ensure resources are appropriately assigned and leadership is empowered to facilitate change. (Kromidha and Córdoba-Pachón, 2017). Transformation leadership traits are essential for driving radical change to institutionalised culture and requires employee involvement, motivation, and rewards.…”

Section: Process Model For Km Practices Adoption In the Public Sectormentioning

confidence: 99%

How to counter organisational inertia to enable knowledge management practices adoption in public sector organisations

Ashok

Dhaheri²,

Madan

et al. 2021

JKM

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Purpose Knowledge management (KM) is associated with higher performance and innovative culture; KM can help the public sector to be fiscally lean and meet diverse stakeholders’ needs. However, hierarchical structures, bureaucratic culture and rigid processes inhibit KM adoption and generate inertia. This study aims to explore the nature and causes of this inertia within the context of the United Arab Emirates (UAE) public sector. Design/methodology/approach Using an in-depth case study of a UAE public sector organisation, this study explores how organisational inertia can be countered to enable KM adoption. Semi-structured interviews are conducted with 17 top- and middle-level managers from operational, management and strategic levels. Interview data is triangulated with content analysis from multiple sources, including the UAE Government and case organisation documents. Findings The results show transformation leadership, external factors and organisational culture mediate the negative effect of inertia on KM practices adoption. We find that information technology plays a key role in enabling knowledge creation, access, adoption and sharing. Furthermore, we uncover a virtuous cycle between organisational culture and KM practices adoption in the public sector. In addition, we develop a new model (the relationship between KM practices, organisational inertia, organisational culture, transformational leadership traits and external factors) and four propositions for empirical testing by future researchers. We also present a cross-case comparison of our results with six private/quasi-private sector cases who have implemented KM practices. Research limitations/implications Qualitative data is collected from a single case study. Originality/value Inertia in a public section is a result of bureaucracy and authority bounded by the rules and regulations. Adopting a qualitative methodology and case study method, the research explores the phenomena of how inertia impacts KM adoption in public sector environments. Our findings reveal the underlying mechanisms of how internal and external organisational factors impact inertia. Internally, supportive organisational culture and transformational leadership traits positively effect KM adoption, which, in turn, has a positive effect on organisational culture to counter organisational inertia. Externally, a progressive national culture, strategy and policy can support a knowledge-based organisation that embraces change. This study develops a new model (interactions between internal and external factors impacting KM practices in the public sector), four propositions and a new two-stage process model for KM adoption in the public sector. We present a case-comparison of how the constructs interact in a public sector as compared to six private/quasi-private sector cases from the literature.

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“…On the one hand, digitalization involves the automation of menial labor and the replacement of human agency with the material agency through, for example, algorithms and robots (Ekbia and Nardi, 2017;Ranerup and Henriksen, 2019). On the other hand, it involves the radical redesign of purpose, value propositions and roles, within what is intermittently referred to as digital transformation, digital disruption and digital innovation (Hinings et al, 2018;Kromidha and C ordoba-Pach on, 2017). In line with previous research, we posit that these two approaches constitute distinguishable logics (efficiency versus innovation) that coexist and sometimes clash with each other (Xue et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

Digital ambidexterity in the public sector: empirical evidence of a bias in balancing practices

Magnusson

Päivärinta

Koutsikouri

2020

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Purpose The purpose of this study is to explore and theorize on balancing practices (BP) for digital ambidexterity in the public sector. Design/methodology/approach The research is designed as an interpretative case study of a large Swedish authority, involving data collection in the form of interviews and internal documents. The method of analysis involves both theorizing on the findings from a previous framework for digital innovation and deriving design implications for ambidextrous governance. Findings The findings show that all identified BP except one (shadow innovation) is directed toward an increased emphasis on efficiency (exploitation) rather than innovation (exploration). With the increased demand for innovation capabilities in the public sector, this is identified as a problem. Research limitations/implications The limitations identified are related to the choice in the method of an interpretative case study, with issues of transferability and empirical generalizability as the main concerns. The implications for research are related to a need for additional studies into the enactment of digital ambidexterity, where the findings offer insight and inspiration for continued research. Practical implications The study shows that managers and executives involved in the design and imposition of governance within the public sector need to take the design recommendations for digital ambidexterity into consideration. Social implications The study offers two main implications for practice. First, policymakers need to take the conceptual distinction of efficiency and innovation into account when designing policies for the digital government. Second, existing funding practices need to be re-designed to better facilitate innovation. Originality/value This is the first study directed toward enhancing the insight into BP for digital ambidexterity in the public sector. The study has so far resulted in both a localized shift in policy and new directions for research. With the public sector facing needs for increased innovation capabilities, the study offers a first step toward understanding how this is currently counteracted through governance design.

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Discursive Institutionalism for reconciling change and stability in digital innovation public sector projects for development

Cited by 14 publications

References 32 publications

Searching for New Model of Digital Informatics for Human–Computer Interaction: Testing the Institution-Based Technology Acceptance Model (ITAM)

Searching for New Model of Digital Informatics for Human–Computer Interaction: Testing the Institution-Based Technology Acceptance Model (ITAM)

How to counter organisational inertia to enable knowledge management practices adoption in public sector organisations

Digital ambidexterity in the public sector: empirical evidence of a bias in balancing practices

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