Pre-implementation attitudes toward the introduction of robots in a unionized environment

Herold, David M.; Farmer, Steven M.; Mobley, Michele I.

doi:10.1016/0923-4748(95)00008-7

Cited by 28 publications

(27 citation statements)

References 19 publications

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“…Furthermore, some authors concur that change management is most efficient when it is introduced at the earliest possible opportunity in the project lifecycle [ 22 , 23 ]. For these reasons, we decided to focus our attention on the pre-implementation stage, which is usually when change targets are introduced into the detailed project planning, the new system is seen or discussed for the first time, and initial impressions are formed about how work is likely to change [ 24 , 25 ].…”

Section: Introductionmentioning

confidence: 99%

Clinicians' perceptions of organizational readiness for change in the context of clinical information system projects: insights from two cross-sectional surveys

Paré¹,

et al. 2011

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BackgroundThe adoption and diffusion of clinical information systems has become one of the critical benchmarks for achieving several healthcare organizational reform priorities, including home care, primary care, and integrated care networks. However, these systems are often strongly resisted by the same community that is expected to benefit from their use. Prior research has found that early perceptions and beliefs play a central role in shaping future attitudes and behaviors such as negative rumors, lack of involvement, and resistance to change. In this line of research, this paper builds on the change management and information systems literature and identifies variables associated with clinicians' early perceptions of organizational readiness for change in the specific context of clinical information system projects.MethodsTwo cross-sectional surveys were conducted to test our research model. First, a questionnaire was pretested and then distributed to the future users of a mobile computing technology in 11 home care organizations. The second study took place in a large teaching hospital that had approved a budget for the acquisition of an electronic medical records system. Data analysis was performed using partial least squares.ResultsScale items used in this study showed adequate psychometric properties. In Study 1, four of the hypothesized links in the research model were supported, with change appropriateness, organizational flexibility, vision clarity, and change efficacy explaining 75% of the variance in organizational readiness. In Study 2, four hypotheses were also supported, two of which differed from those supported in Study 1: the presence of an effective project champion and collective self-efficacy. In addition to these variables, vision clarity and change appropriateness also helped explain 75% of the variance in the dependent variable. Explanations for the similarities and differences observed in the two surveys are provided.ConclusionsOrganizational readiness is arguably a key factor involved in clinicians' initial support for clinical information system initiatives. As healthcare organizations continue to invest in information technologies to improve quality and continuity of care and reduce costs, understanding the factors that influence organizational readiness for change represents an important avenue for future research.

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Section: Introductionmentioning

confidence: 99%

Clinicians' perceptions of organizational readiness for change in the context of clinical information system projects: insights from two cross-sectional surveys

Paré¹,

et al. 2011

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“…The main concern of this element is how they will reward, motivate recruit and educate the employees and what quantity and type of employees and organization will need [20]. The young and more educated workers are less resistant than old and less educated workers as suggested by Herold et al [26].…”

Section: Mckinsey 7 S Modelmentioning

confidence: 99%

Leadership Innovation and Implement Organizational Change and Lead a New Initiative through Adoption of the Innovation and Change Management Practices for Shiraz Industries Private Limited Company: A Survey from Pakistan

Mustafa¹

2017

J Bus Fin Aff

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“…According to [19] there are six phases of implementation namely pre-adoption, adoption, pre-implementation, pilot study, implementation and post-implementation. Preimplementation is a period of time before the physical exercise and can shape the individual attitudes involved with the implementation [19], [20]. In this phase, the organization will prepare itself and develop a plan to implement innovation initiatives [21].…”

Section: B Erp Implementation Phasementioning

confidence: 99%

Individual Readiness for Change in the Pre-Implementation Phase of Campus Enterprise Resource Planning (ERP) Project in Malaysian Public University

Harun¹,

Mansor

2019

ijacsa

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In recent years, the current globalization has revolutionized transformed the landscape and ecosystem of the institution of higher education were demanding that the university transition from legacy system to Enterprise Resource Planning (ERP) system on enhancing university competitiveness. This shift requires the entire organization to be ready for change as early as the pre-implementation phase to ensure the successful implementation of ERP and resistance among staff is reduced. Past studies related to readiness for change are more focused on the ERP implementation phase for Human Resources, Finance and Manufacturing. However, studies on the individual readiness for change (IRFC) among public university staff in the preimplementation phase are limited especially in Malaysian. Therefore, this study aims to analyze the IRFC factor among public university staff by combining the theoretical and empirical results of the study. Data analysis was obtained from a questionnaire from 117 public university staff who were in the pre-implementation phase of the Campus ERP project. The findings show that appropriateness, management support, change-specific efficacy and personal valence as contributing IRFC public university staff in on pre-implementation phase of Campus ERP project. Besides that, there are 24 items representing that four factors in measuring IRFC. In the future, studies can be done in a variety of perception such as students and other ERP systems such as Human Resource System and Financial System which are also a core system for the university. Additionally, this study leads for further study in implementation and post-implementation phase of the Campus ERP project.

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Pre-implementation attitudes toward the introduction of robots in a unionized environment

Cited by 28 publications

References 19 publications

Clinicians' perceptions of organizational readiness for change in the context of clinical information system projects: insights from two cross-sectional surveys

Clinicians' perceptions of organizational readiness for change in the context of clinical information system projects: insights from two cross-sectional surveys

Leadership Innovation and Implement Organizational Change and Lead a New Initiative through Adoption of the Innovation and Change Management Practices for Shiraz Industries Private Limited Company: A Survey from Pakistan

Individual Readiness for Change in the Pre-Implementation Phase of Campus Enterprise Resource Planning (ERP) Project in Malaysian Public University

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