Organizational identity and information systems: how organizational ICT reflect who an organization is

Tyworth, Michael

doi:10.1057/ejis.2013.32

Cited by 24 publications

(14 citation statements)

References 58 publications

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“…As stated by Hatch and Schultz (1997), the identity of an organisation is expressed through its OC, which is subject to interpretation by others. Also an organization's identity is comprised of its member perceptions, its material features and its actions (Tyworth 2014). By implication, the identity or the diffusion of the services offered by QSFs in Nigeria is a function of the OC exhibited in them.…”

Section: Resultsmentioning

confidence: 99%

Dimensions of Organisational Culture in Quantity Surveying Firms in Nigeria

Olanipekun

Abiola-Falemu

Aje

2014

CEB

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The functionalist paradigm of organisational culture (OC) views culture as a variable subject to conscious manipulation and control in order to solve organisational challenges. Therefore, this paper provides information on how OC is a solution to the challenges in Quantity Surveying firms (QSFs). This was achieved by eliciting the dimensions of OC in forty two QSFs in Lagos, Nigeria, which are the business, people and external environment dimensions. The paper concludes that OC is a relevant solution to the identity and management related challenges in QSFs. Specifically, the paper informs on the implications of business and people dimensions of OC as a solution to the identity challenges, as well as on the implication of the external environment dimension of OC to the management challenges. Based on the findings, practical implications and recommendations were directed at the management and employees QSs in QSFs and Quantity Surveying researchers.

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Section: Resultsmentioning

confidence: 99%

Dimensions of Organisational Culture in Quantity Surveying Firms in Nigeria

Olanipekun

Abiola-Falemu

Aje

2014

CEB

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“…According to previous studies, team identification is an essential factor during the implementation of new workplace technologies. Specifically, a misalignment between features of new technology and established collective identity often results in difficulties and resistance to technology implementation, while technologies that reinforce existing identification are inclined to be well accepted and adopted by employees and the organization as a whole ( Tripsas, 2009 ; Tyworth, 2014 ; Utesheva et al, 2016 ).…”

Section: Review Findingsmentioning

confidence: 99%

Preparing Workplaces for Digital Transformation: An Integrative Review and Framework of Multi-Level Factors

et al. 2021

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The rapid advancement of new digital technologies, such as smart technology, artificial intelligence (AI) and automation, robotics, cloud computing, and the Internet of Things (IoT), is fundamentally changing the nature of work and increasing concerns about the future of jobs and organizations. To keep pace with rapid disruption, companies need to update and transform business models to remain competitive. Meanwhile, the growth of advanced technologies is changing the types of skills and competencies needed in the workplace and demanded a shift in mindset among individuals, teams and organizations. The recent COVID-19 pandemic has accelerated digitalization trends, while heightening the importance of employee resilience and well-being in adapting to widespread job and technological disruption. Although digital transformation is a new and urgent imperative, there is a long trajectory of rigorous research that can readily be applied to grasp these emerging trends. Recent studies and reviews of digital transformation have primarily focused on the business and strategic levels, with only modest integration of employee-related factors. Our review article seeks to fill these critical gaps by identifying and consolidating key factors important for an organization’s overarching digital transformation. We reviewed studies across multiple disciplines and integrated the findings into a multi-level framework. At the individual level, we propose five overarching factors related to effective digital transformation among employees: technology adoption; perceptions and attitudes toward technological change; skills and training; workplace resilience and adaptability, and work-related wellbeing. At the group-level, we identified three factors necessary for digital transformation: team communication and collaboration; workplace relationships and team identification, and team adaptability and resilience. Finally, at the organizational-level, we proposed three factors for digital transformation: leadership; human resources, and organizational culture/climate. Our review of the literature confirms that multi-level factors are important when planning for and embarking on digital transformation, thereby providing a framework for future research and practice.

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“…The paper also describes a significant moderating impact on resource engagement in relation to information technology knowledge management capabilities. Tyworth (2014) this study found that the identity of the organization formed an organization's information technology-related process and reflected in the material configuration of information an organization's technology and that organizations with different identities showed differences in their information technology and the impact on organizational commitment.…”

Section: E the Influence Of Organizational Learning On Organizationamentioning

confidence: 79%

Mastery of Information Technology and Organizational Learning Culture Impact on Job Performance in Education Institute Sabilillah East Java

Fatmah¹

2020

Sinergi J. Ilm. Ilmu Manaj

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The purpose of this study was to examine and analyze the impact mastery of information technology, organizational learning culture, job satisfaction and organizational commitment impact on job performance. The method to analyze data is structural equation modeling. Based on the analysis found that: First, information technology positive effect on job satisfaction. Second, organizational learning negative effect on job satisfaction. Third, job satisfaction is not significant positive effect on organizational commitment. Fourth, organizational learning positive effect on organizational commitment. Fifth, information technology positive effect on organizational commitment. Sixth, information technology negative effect on job performance. Seventh, organizational learning positive effect on job performance. Eighth, organizational commitment positive effect on job performance. Ninth, job satisfaction positive effect on job performance. The results of this study are expected to provide new findings which will enrich the theory of human resource management and behavioral theory of educational institutions, especially with regard to job performance

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Organizational identity and information systems: how organizational ICT reflect who an organization is

Cited by 24 publications

References 58 publications

Dimensions of Organisational Culture in Quantity Surveying Firms in Nigeria

Dimensions of Organisational Culture in Quantity Surveying Firms in Nigeria

Preparing Workplaces for Digital Transformation: An Integrative Review and Framework of Multi-Level Factors

Mastery of Information Technology and Organizational Learning Culture Impact on Job Performance in Education Institute Sabilillah East Java

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