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This paper seeks to contribute to the literature about the resistance to industry technological change in old technology‐based communities of practice.

The paper reports an explanatory case study in order to achieve this purpose: the resistance to technological change of “hams”, the worldwide community of radio amateurs. The case study integrates primary and secondary data and information.

Change agents are critical actors in order to support the adoption of new technology into the community (but not the substitution of the old technology). These actors, in fact, work on the social and learning conditions affecting the process of diffusion of innovation within the “resisting” community.

The paper sheds light on the ambivalent responses to industry technological change in social systems by applying a specific multi‐level theoretical model of analysis about the limits to the diffusion of innovation within social systems.

The purpose of this paper is to study the factors influencing the resistance of the employees of Tehran University libraries to technological changes. Through achieving this aim, it attempts to provide a suitable understanding of these factors for the managers so that they would be able to reduce the resistance to change among the employees of university libraries.

This study is a descriptive survey in its data collection method. Based on the review of the literature, a questionnaire on resistance to technological changes was devised (Cronbach’s α coefficient being 93 percent). The questionnaire was distributed among 128 of the employees in the technology section of Tehran University libraries, and the achieved data were analyzed using an SPSS and PLS.

The findings achieved through a confirmatory factor analysis showed 11 elements of ambiguity, threat of the current situation, habit, lack of interest, the need for relearning, unsuitable understanding, inefficient rewarding system, emotional reactions, lack of interest understanding, inflexibility of the beliefs and feeling of being a veteran in the organization, which influence the resistance of the employees of the university libraries, among them the inefficient rewarding system ranks first and the unsuitable understanding ranks last.

In this research, an attempt is made to identify the resistance to technological changes shown by the employees of Tehran University libraries, which can be a guide for library managers to improve the changing process in their libraries. Influencing factors of resistance to change which had been identified by other research works were examined here regarding the circumstances of Tehran University Libraries.

This multiple case study investigates the impact of technology on organizational change in public libraries. Over the past 12–15 years, public access computers (PACs) have been introduced into public libraries. Once these PACs were connected to the Internet, they attracted patrons who had not previously used public library services. The main themes around which this study was organized relate to the implementation of technology with facilities and services, city government, and people. The main research questions were following: (1) How has public library culture changed since the introduction of computers for patron use? (2) What adjustments were necessary to deal with the influx of computers and other technology in public libraries? (3) Have PACs changed the way the libraries are organized and how they are staffed? The findings of the study included how technology influenced changes in staffing in the public libraries. Each of the libraries has undergone a culture shift due to the introduction of technology. One of the shifts is the change of the reference desk from general reference to the addition of a help desk with reference responsibilities. Another concern of the directors was constantly funding the upgrades necessary for software and hardware that technology requires. As not all of the directors have supportive city government, this can be problematic. Finally, the facilities where the public libraries were housed had undergone changes either through renovations or through new buildings to accommodate technology and the infrastructure needed to support it.

The information revolution and proliferation of computers in the workplace has led to a new fear of target‐users, “computerphobia”. Fears confronting those who are not computer literate are examined and a comprehensive model for management development is suggested to encourage the computer‐anxious to use personal computers. The challenge confronting managers lies in overcoming these fears and protecting the organisation′s investments in its hardware and human resources. The model developed is composed of four steps, and by considering these steps, management may be able to create situations in which managers welcome technological changes as opportunities and not problems.

Public debates on the use of genetically modified organisms (GMOs) are strongly influenced by the nongovernmental organization (NGO)-led advocacy, most of which is harshly critical of genetic engineering. This advocacy has resulted in discourse failures marked by the disregard for the scientific consensus on the risks and benefits of GMOs. This paper aims to present a theoretical inquiry into this phenomenon.

Drawing on American institutionalism and Niklas Luhmann social systems theory, the paper explains these discourse failures in terms of the problematic relationship between institutions and technology.

Clarence Ayres would likely see these discourse failures as a form of “institutional resistance” to the progress of science and technology. In contrast, Marc Tool’s social value principle stresses the importance of democratic legitimation and public acceptance of new technologies, while being sensitive to the possibility of ideologically biased discourses. It is argued that the institutionalist understanding of the interplay between democracy, science and technology would benefit from a better account of Niklas Luhmann’s concept of “complexity reduction”.

The study shows that some NGOs are powerful enough to actively shape, if not manipulate, public attitudes and sentiments against GMOs.

The case of the anti-GMO advocacy calls for a new conceptualization of how democracy, science and technology fit together.

Change, Adaption and Development are central to modern marketing. This paper provides an overview of the subject area of innovation and new product development. The critical role of change in modern industrial and industrialising societies is explored in depth. Emphasis is given to the managerial implications of research to date. Key issues such as the interplay between creativity, the motivating force behind invention, and control, the basis for successful innovation, are reviewed Changing attitudes and approaches to new product development play a major part in this study, particularly the growing awareness that innovation is no longer an end in itself, but a part of a carefully controlled marketing system.

Recent research has shown that the implementation of Industry 4.0 requires companies to (re)adjust their human resource (HR) policies. This article focuses on the relationship between Industry 4.0 and three HR practices: i.e. employee involvement, job design and skill development.

We use data of the European Company Survey (ECS) (2019). This nationally representative survey in the EU28 gathers data on workplace practices among managers from establishments employing at least 10 employees. We focus on 5,609 establishments in the manufacturing sector.

Firstly, employee involvement shows a strong positive correlation with Industry 4.0, irrespective of the digital technology used, country or firm size. Secondly, weak but significant correlations are found with increasing job complexity and skill development.

Research should engage in fine-grained analyses of the alignment between particular digital technologies and their respective HR practices.

Our results stress the importance of involving employees during the implementation of Industry 4.0.

Despite frequent acknowledgement across Industry 4.0 roadmaps and maturity models, the predictions for HR practices are empirically incomplete and theoretically inconclusive.

Rapid technological change has become a fact of life in the libraries of the 1990s. While this change touches all parts of the library organization, nowhere is it more visible, or are its effects more keenly felt, than in reference departments. Consider these “snapshots”—fictional, but real enough:

The study of the diffusion of innovations into libraries has become a cottage industry of sorts, as libraries have always provided a fascinating test-bed of nonprofit institutions attempting improvement through the use of new policies, practices, and assorted apparatus (Malinconico, 1997). For example, Paul Sturges (1996) has focused on the evolution of public library services over the course of 70 years across England, while Verna Pungitore (1995) presented the development of standardization of library planning policies in contemporary America. For the past several decades, however, the study of diffusion in libraries has tended to focus on the implementation of information technologies (e.g., Clayton, 1997; Tran, 2005; White, 2001) and their associated competencies (e.g., Marshall, 1990; Wildemuth, 1992), the improvements in performance associated with their use (e.g., Damanpour, 1985, 1988; Damanpour & Evan, 1984), and ways to manage resistance to technological changes within the library environment (e.g., Weiner, 2003).