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The intricate and unpredictable nature arising in higher education institutions (HEIs) implementing technology-driven change for e-learning environments demands a much closer examination of individuals’ interpretations and interactions as they undergo these changes. Through a micro-foundational lens, this study aims to examine the micro-level inhibitors and supporting factors of individual’s readiness for change by investigating technology-driven change in HEIs.

A two-phased research design using grounded theory methodology was used to collect and analyse data incorporated within a single-case study in an HEI. Data was collected using semi-structured interviews with 22 participants, followed by a focus group with eight participants centered on factors affecting their readiness for change during technology-driven change in e-learning environments. The data analysis followed an iterative constant comparative approach and its three-phased coding process: open, axial and selective coding.

This study revealed that staff with little awareness of the organisations expectations towards a technology-driven change or who are poorly communicated with can exhibit higher resistance and lower individual readiness for change. While macro-level factors of organisational structure can contribute to the success or failure of technology-driven change, the fundamental features related to individuals’ readiness for change are integral to understanding the micro-level causal behaviours underlying these macro-level phenomena.

The dominant model of change is often focused on drivers that are centered on examining macro-level constructs rather than individuals who are facing the change. This study presents theories on readiness for change and offers a micro-foundational view to bring new perspectives into the current literature on how individual-level micro-foundations enhance understanding of technological change in HEIs.

Technology is an important driver of organizational change and often strategically used to facilitate adaptations in organizational processes and cultures. While the link between technological and organizational change is widely recognized, the role of macro‐context for this link remains undervalued. Based on data from technology implementations in European police forces the paper aims to illustrate the importance of integrating analyses of the macro‐context to understand the complexity of technology driven organizational change.

The authors conducted 56 interviews and five focus groups with police officers from 13 countries on two of the major technology trends in European police forces: automatic number plate recognition systems (ANPR) systems and social media. They further conducted site visits to police forces in The Netherlands and the United Kingdom to observe technology usage first hand. Comparing accounts across countries they analyzed how macro‐context impacted adoption decisions and implementation processes. In this analysis they concentrated on the five macro‐contextual factors in the PESTL framework, i.e. political, economic, social, technological and legal factors.

In analyses of ANPR systems and social media the paper details how the macro‐context of police organizations impacted decisions to adopt a technology as well as the intra‐organizational alignments of processes and structures.

Organizational decision makers and implementers need to be aware not only of the strong agency of technology for organizations' structure and processes, but also of the relevance of the organizational macro‐context for the process and impact of technology implementations on the organizational as well as individual level.

The paper illustrates the impact of the macro‐context of organizations in shaping the link between technological change and organizational change.

This chapter aims to (1) examine the effect of full-time employees’ STARA awareness on innovative work behavioural intentions in US casual dining restaurants; (2) investigate the mediating roles of employees’ challenge–hindrance appraisals of STARA awareness on the relationship between their STARA awareness and innovative work behavioural intentions; (3) compare the group differences between management employees and non-management employees; and (4) provide recommendations for the casual dining restaurants.

This chapter employed an online survey to collect data from 609 full-time employees in US casual dining restaurants, including 306 management employees and 303 non-management employees. Partial least squares–structural equation modelling was applied for data analysis. The results reveal that the high levels of employees’ STARA awareness raise innovative work behavioural intentions through the mediations of challenge appraisal of STARA awareness.

The proposed conceptual framework and empirical findings in this chapter enrich the literature of cognitive appraisal theory, transactional model and stress, two-dimensional stressor framework, and person-environment fit theory. Employees’ challenge appraisal of STARA awareness makes the job insecurity stressor to drive innovative work behavioural intentions. As STARA adoption deepens in casual dining restaurants, managers need to be aware of full-time employees’ stress and psychological responses towards STARA adoption. Restaurants are suggested to provide employees with adequate resources and support to help employees’ professional competency growth. The capable employees will appraise the job insecurity stressor induced by STARA adoption as an opportunity and be motivated to perform innovatively in the workplace. The casual dining restaurants may enjoy a competitive advantage in the market through value-added innovative activities.

This paper aims to critically examine the accounting and information systems literature to understand the changes that are occurring in the management accounting profession. The changes the authors are interested in are linked to technology-driven innovations in managerial decision-making and in organizational structures. In addition, the paper highlights research gaps and opportunities for future research.

The authors adopted a grounded theory literature review method (Wolfswinkel et al., 2013) to achieve the study’s aims.

The authors identified four research themes that describe the changes in the management accounting profession due to technology-driven innovations: structured vs unstructured data, human vs algorithm-driven decision-making, delineated vs blurred functional boundaries and hierarchical vs platform-based organizations. The authors also identified tensions mentioned in the literature for each research theme.

Previous studies display a rather narrow focus on the role of digital technologies in accounting work and new competences that management accountants require in the digital era. By contrast, the authors focus on the broader technology-driven shifts in organizational processes and structures, which vastly change how accounting information is collected, processed and analyzed internally to support managerial decision-making. Hence, the paper focuses on how management accountants can adapt and evolve as their organizations transition toward a digital environment.

This study aims to examine the effect of restaurant employees’ challenge-hindrance appraisals toward smart technology, artificial intelligence, robotics and algorithms (STARA) awareness on individual competitive productivity (ICP) and explore the mediating roles of employees’ work engagement and organizational commitment on the relationship between challenge-hindrance appraisals and ICP.

Data were collected through an online survey. One hundred and ninety employees who worked at full-time and non-management positions in the USA quick-service restaurants participated. Partial least squares structural equation modeling was used for the data analysis.

The study identified that restaurant employees’ challenge appraisals toward STARA awareness positively influenced ICP. This relationship is positively mediated by employees’ work engagement.

This study makes practical contributions to human resource practices in restaurants. Employees’ challenge appraisals toward STARA awareness transmit the job insecurity stressor to a higher level of ICP. Restaurant managers should provide employees with adequate resources and support for non-management employees’ professional competency growth. Quick-service restaurants can enjoy a competitive advantage in the market by enhancing employees’ CP.

This study enriches the literature on the CP model, cognitive appraisal theory and person-environment fit theory. The study investigated employees’ challenge and hindrance appraisals toward emerging STARA awareness and emphasized their distinct characteristics to drive ICP in the quick-service restaurant sector.

The purpose of this article is to understand the relationship between emotional salience and workplace events related to technology change by using a combination of key features of two popular psychological theories – regulatory focus theory and affective events theory – to view the change process in diverse settings.

This paper is based on analysis of 18 months of qualitative interview data (n=52 respondents) collected before, during and after the introduction of three different new technologies in three organizations – a hospital, a manufacturing facility, and a psychological counseling center. The mixed methods approach combined descriptive case studies and a structured coding approach derived from a synthesis of the two theories with which the transition processes at each organization were examined.

Employees with a so‐called promotion‐focused orientation were more likely to accept an IT change and the events related to it. Organizational cultures and the staging of events play a role in individuals' affective reactions and behavior. The use of the framework is promising for illuminating the role of emotions, the timing of change events, and subsequent behavior in response to organizational change.

The variety of types of organizations and job types represented, as well as the types of IT change proposed in each, provides a rich sample of diverse motivations and scenarios. Further development of the relationships between the timing of organizational events and regulatory focus is needed.

The proposed framework suggests a shift in emphasis away from beliefs and towards emotionally relevant events. The findings suggest consideration of two distinct motivational aspects of both new and old technology. A peak in emotional events related to training indicates that an organization must actively manage how the plans, strategies, and communications with regard to training affect workers' beliefs and expectations.

The paper highlights how an emphasis on emotionally relevant events and attention to the regulatory focus involved in interpretation of those events could provide the basis for new approaches to organizational interventions. Interventions should focus on facilitating situations where individuals can frame relevant transition events with a promotion focus.

The study explores the factors affecting the use of smart human resource management 4.0 (SHRM 4.0) practices and its effect on dynamic capabilities and, consequently, on organizational performance.

The authors used socio-technical and dynamic capabilities theory to propose the notable research model. The authors explored the factors driving the use of SHRM 4.0 practices and their contribution to organizational performance through the development of dynamic capabilities. The authors collected data from 383 senior HR managers using a structured questionnaire, and PLS-SEM was used to analyze the data.

The results show that socio-technical factors such as top management support, HR readiness, competitive pressure, technology readiness and perceived usefulness influence the use of SHRM 4.0 practices, whereas security and privacy concerns negatively influence them. Furthermore, the authors also found the use of SHRM 4.0 practices influencing the dynamic capacities (build (learning), integration and reconfiguration) and, subsequently, its impact on organizational performance.

Its novelty lies in developing a model using dynamic capabilities and socio-technical theory to explore how SHRM 4.0 practices influence organizational performance through dynamic capabilities. This study extends the literature on SHRM 4.0 practices, HR technology use, HR and dynamic capabilities by contributing to socio-technical theory and dynamic capabilities and expanding the scope of these theories in the area of HRM. It provides crucial insights into HR and top managers to benchmark SHRM 4.0 practices for improved organizational performance.

Industry 4.0 and its leading-edge components are transforming all aspects of human life with wide-ranging repercussions for managing production and workforce in the digital age. The traditional definitions of formal and informal employment are no longer applicable to our world, thanks to disruptions of various nature. The innovation landscape is radically altering the way work is done as well as where it is done, leading to an expansion of the gig economy with its freelancers, contract workers, agile workforce, or independent workforce who are constituting increasingly more temporary providers of labor. In addition to a tension between technological development and loss of jobs at the expense of individuals with lower set of skills, advancing technology is enabling new forms of organizing through facilitating new work arrangements. The new world of work is characterized by short-term contracts, fluidity, fragmentation, transience, temporariness, increased autonomy, and independence, on the one hand, and by precarity, financial instability, job uncertainty, and insecurity embedded in its very fabric, on the other, hence presenting both opportunities and challenges that need to be urgently addressed by researchers and policymakers. The inevitable tension between technology-driven developments in economy and labor markets is further exacerbated by the most recent pandemic and global economic recession, making scholarly and policy discussions all the more relevant.

Extensible Markup Language (XML) made its entry in the late 1990s, but will it deliver real strategic value to businesses? Applying Norman’s and Christensen’s technology s‐curve, XML‐related technologies are currently crossing the transition point, moving from an originally technology‐driven product to predominately customer‐driven, characterized by a more human‐centered product and/or service. A few application areas are developed based on XML technology to satisfy the changing business needs. Companies and organizations will continue to benefit in an ever‐increasing fashion from adopting these technologies as these XML‐related technologies grow and develop in response to the ever‐changing demands of businesses.

The purpose of this study is to elicit the success factors from empirical evidence, as construction industry requires an improved understanding of factors for managing projects to positive outcomes. Increased stakeholder involvement, including the new technologies, achieving sustainability and safeguarding health and safety, whilst at the same time facing uncertainties, it is crucial to examine whether there are new factors that drive construction projects to succeed, especially from a value-driven perspective.

Using a systematic review approach, this research reviewed 172 studies published after 2004. When compared to a comprehensive project success factor framework presented by Chan et al. in 2004, 19 factors are considered new since 2004.

Though several scholarly outputs highlighted significant improvements to project operations and innovations in equipment and techniques, there has not been a comprehensive oversight since Chan’s et al. (2004) conceptual framework. This paper investigates 16 years of industry changes and identified two new success factors categories (innovation and sustainability) and 19 new factors that add to Chan’s et al. (2004) study. Consequently, a new framework of factors affecting project success was developed.

This paper was very specific in its attempt to find the new and additional success factors for managing construction projects. A new conceptual framework, which includes the newly identified factors, was then developed that will create a greater awareness of stakeholders’ concerns and ultimately contribute to significant improvement in developing project objectives and defining success measures.