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Article
Publication date: 19 August 2021

Amira Sghari and Fatma Bouaziz

This paper aims to focus on the intention to use of the Backstage game by teachers delivering entrepreneurship course at Tunisian public universities. A research model was…

Abstract

Purpose

This paper aims to focus on the intention to use of the Backstage game by teachers delivering entrepreneurship course at Tunisian public universities. A research model was developed based on a literature review of the variables that would affect the intention to use this game.

Design/methodology/approach

Data were collected by survey questionnaires, and a partial least square-structural equation model approach was adopted to analyze these data. Overall, the whole model was able to account for 61.3% of variance in the construct intention to use.

Findings

Results showed the relevance of both perceived behavioral control and teaching experience as the main determinants of the intention to use Backstage game. Positive and significant linkages were also found among perceived behavioral control, social influence and perceived ease of use. Moreover, it was found that perceived ease of use and social influence are significant determinants of perceived usefulness. Perceived usefulness and perceived enjoyment had significant effects on attitude towards intention to use this game.

Originality/value

To the best of the authors’ knowledge, this research represents the first empirical study to investigate among Tunisian university teachers their intention to use a serious game technology dedicated to making the entrepreneurship course more attractive.

Details

Interactive Technology and Smart Education, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-5659

Keywords

Article
Publication date: 8 August 2016

Amira Sghari

Employee recognition is presented in the literature as a mean to achieve change according to a schedule already established by the management of the enterprise (planning…

1836

Abstract

Purpose

Employee recognition is presented in the literature as a mean to achieve change according to a schedule already established by the management of the enterprise (planning process). Such an approach overlooks the fact that organizational change can be explained by other processes such as the political process, the interpretive process, the incremental process and the complex process. Each of these processes offers specific characteristics of change. Through this research, the author tries to answer the following question, while driving an organizational change project does employee recognition favour a change according to the planned process? The paper aims to discuss these issues.

Design/methodology/approach

To answer the research question, a qualitative research case study is conducted within Basic Bank, a banking leader institution on the Tunisian market. The author analysed a proposed change induced by the implementation of a Global Banking System.

Findings

The results show that monetary recognition helps develop employee motivation to change, thus, ensuring a planned change. However, its variability has encouraged the emergence of conflicts between the actors resulting in an increase of change according to the political process.

Originality/value

Found results enrich the previous work on the role of the staff recognition in the change process. Its originality lies in the study of the relationship between employee recognition and explanatory process of change in a dynamic perspective which enables having an overall view on the evolution of this relationship throughout the implementation of the change.

Details

Journal of Organizational Change Management, vol. 29 no. 5
Type: Research Article
ISSN: 0953-4814

Keywords

Content available
Article
Publication date: 8 August 2016

Slawomir Jan Magala

289

Abstract

Details

Journal of Organizational Change Management, vol. 29 no. 5
Type: Research Article
ISSN: 0953-4814

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