Examining the issue of employee intentions to learn and adopt digital technology

Abstract

PurposeIn the post-COVID-19 era, the hospitality industry is rapidly moving towards digitalization, which requires employees to upgrade their knowledge and skills. Some employees resist those changes and refuse to upgrade their knowledge, skills and ways of doing things. Therefore, there is a need to understand this unexplored area and so this study examines employee intentions to embrace digital technology from the perspective of upgrading their skills and knowledge. The study investigates the moderating role of the employees' resistance to change motive (RCM) on their intention to embrace digital technology, especially in the post-COVID-19 pandemic scenario.Design/methodology/approachThe research is conducted using dynamic capability view (DCV) theory and status quo bias (SQB) theory. Drawing on the existing literature in this area, a theoretical model is developed, which is validated using the structural equation modelling technique to analyse data from hospitality industry employees.FindingsThe results indicate that employees' dynamic capability plays a significant role in employees' upgrading their skill and knowledge capabilities, and this significantly improves employee intention to embrace digital technology. It also finds that the employee RCM plays a significant role in the relationship between upgrading skill capability and their knowledge capability to relation to embracing digital technology.Originality/valueThe findings could be used by hospitality managers to better understand employee intentions with regard to adopting digital technology, challenges faced and the way forward.

Adopting a Learning Organization Perspective for Improving Human Resources Service Quality During Digital Transformation

“…Organizations need to ensure data security and privacy when implementing digital HR systems to protect sensitive employee information (Zafar, 2013). Additionally, there might be resistance to change and the need for upskilling or reskilling HR staff to effectively utilize digital tools and technologies (Chaudhuri et al, 2023). Integration of disparate HR systems and legacy technologies can also be complex and time-consuming (Sumner, 1999).…”