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Open Access
Article
Publication date: 13 October 2022

David Kocsis and Jason Xiong

Information and communication technology (ICT) has the potential to address and reduce income inequality. However, since 1980, income inequality in the United States has caused…

Abstract

Purpose

Information and communication technology (ICT) has the potential to address and reduce income inequality. However, since 1980, income inequality in the United States has caused concerns for researchers, policymakers and the public. Entrepreneurs and managers can take advantage of information technologies, while those in the middle and the bottom see fewer benefits. Meanwhile, countries such as Iceland are more capable of using ICT infrastructure to reduce income inequality, which contributes to the well-being of its citizens. This research study explores the relationship between infrastructure diffusion and income inequality through Rogers’s diffusion of innovations theory.

Design/methodology/approach

To answer the research questions, the author assessed the data through a series of regression analyses using SPSS. The authors used Power BI software to chart the relationships between ICT infrastructure diffusion and income inequality by country and in the United States by state and region.

Findings

The results show diffusion of innovations theory’s tenets do not necessarily hold, because a significant negative relationship exists between infrastructure diffusion and income inequality, especially in countries with emerging economies. In the United States, this relationship significantly differs by region.

Originality/value

This research contributes to research by expanding economic and sociology work to the IS domain, while providing conflicting evidence for diffusion of innovations theory. The research also provides suggestions for practice, such as more focused ICT infrastructure investments and regulations.

Article
Publication date: 22 November 2022

Amanda Holland

This paper aims to demonstrate why a people-focused strategy is vital to ensuring the successful implementation of large-scale organizational change initiatives.

Abstract

Purpose

This paper aims to demonstrate why a people-focused strategy is vital to ensuring the successful implementation of large-scale organizational change initiatives.

Design/methodology/approach

This paper shares insights gained from the creation of a “Program Acceleration Office,” which saw the bringing together of 15 different organizations and aligning their implementation of workforce-related policies and procedures to foster employee buy-in and to care for the different needs of the individuals in these organizations. This aimed to support the transition of government employees in the State of Alaska to a remote and hybrid working environment as a result of the COVID-19 pandemic.

Findings

Project managers are motivated to ensure the successful implementation of their projects. This creates a powerful internal focus, i.e. what is happening at a project-level. However, when an organization requires a multi-project, multidisciplinary program of activity, this internal focus can become a derailer with opportunities missed to optimize total resource utilization, reduce overall program costs, minimize organizational disruption and appropriately synchronize or sequence implementation. The creation of a dedicated “Program Acceleration Office” enabled the State of Alaska to implement broad, transformational changes to the fundamental way work was accomplished. The multi-projects were centered around human capital strategies, and this meant focusing on ensuring the workforce have a positive experience during and after this transition so that the changes would be sustainable.

Originality/value

By prioritizing workforce involvement through this multi-project, collaborative approach, complex workforce-related projects have a better chance of success. The findings will help organizations accelerate this implementation and return on investment of synchronous, complex, multi-project, multidisciplinary programs.

Details

Strategic HR Review, vol. 22 no. 1
Type: Research Article
ISSN: 1475-4398

Keywords

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