Datum
2024-01-10Schlagwort
330 Wirtschaft MitarbeiterAkzeptanzParadoxonDigitalisierungStrategisches ManagementUnternehmenMetadata
Zur Langanzeige
Aufsatz
Employee acceptance of digital transformation strategies: A paradox perspective
Zusammenfassung
Digital transformation (DT) strategies often aim at innovating an organization's business models (BMs) and developing digital innovations. However, most of the DT strategies fail or result only in incremental innovation. Research predominantly identified critical management capabilities for DT success, neglecting the role of employees, although employee support is vital for the successful implementation of DT strategies. We conceptualize employee acceptance of DT strategies and draw on paradox theory and organizational change literature to shed light on the antecedents of employee acceptance. Using survey-based data from an incumbent introducing a DT strategy, we find empirical support that employees with a paradox mindset are likely to accept the DT strategy regardless of the expected scope of change, while a high scope of expected changes weakens the effect of a positive attitude toward change on acceptance. The findings contribute to understanding the micro-level aspects of DT and extend research emphasizing top-down management approaches in DT with an employee perspective. This study extends previous findings in innovation management that predominantly provide evidence on the acceptance of specific digital technologies and offer insights into the antecedents of DT strategy acceptance. We offer managers insights into how employees perceive DT strategies, which can help to leverage the potential of digital innovation.
Zitierform
In: Journal of Product Innovation Management (JPIM) Volume 41 / Issue 5 (2024-01-10) , S. 999-1021 ; eissn:1540-5885Förderhinweis
Gefördert im Rahmen des Projekts DEALZitieren
@article{doi:10.17170/kobra-2024091110821,
author={Spieth, Patrick and Söllner, Matthias and Klein, Sascha Pascal},
title={Employee acceptance of digital transformation strategies: A paradox perspective},
journal={Journal of Product Innovation Management (JPIM)},
year={2024}
}
0500 Oax 0501 Text $btxt$2rdacontent 0502 Computermedien $bc$2rdacarrier 1100 2024$n2024 1500 1/eng 2050 ##0##http://hdl.handle.net/123456789/16040 3000 Spieth, Patrick 3010 Söllner, Matthias 3010 Klein, Sascha Pascal 4000 Employee acceptance of digital transformation strategies: A paradox perspective / Spieth, Patrick 4030 4060 Online-Ressource 4085 ##0##=u http://nbn-resolving.de/http://hdl.handle.net/123456789/16040=x R 4204 \$dAufsatz 4170 5550 {{Mitarbeiter}} 5550 {{Akzeptanz}} 5550 {{Paradoxon}} 5550 {{Digitalisierung}} 5550 {{Strategisches Management}} 5550 {{Unternehmen}} 7136 ##0##http://hdl.handle.net/123456789/16040
2024-09-11T15:29:33Z 2024-09-11T15:29:33Z 2024-01-10 doi:10.17170/kobra-2024091110821 http://hdl.handle.net/123456789/16040 Gefördert im Rahmen des Projekts DEAL eng Namensnennung 4.0 International http://creativecommons.org/licenses/by/4.0/ digital transformation strategy employee acceptance paradox mindset paradox theory 330 Employee acceptance of digital transformation strategies: A paradox perspective Aufsatz Digital transformation (DT) strategies often aim at innovating an organization's business models (BMs) and developing digital innovations. However, most of the DT strategies fail or result only in incremental innovation. Research predominantly identified critical management capabilities for DT success, neglecting the role of employees, although employee support is vital for the successful implementation of DT strategies. We conceptualize employee acceptance of DT strategies and draw on paradox theory and organizational change literature to shed light on the antecedents of employee acceptance. Using survey-based data from an incumbent introducing a DT strategy, we find empirical support that employees with a paradox mindset are likely to accept the DT strategy regardless of the expected scope of change, while a high scope of expected changes weakens the effect of a positive attitude toward change on acceptance. The findings contribute to understanding the micro-level aspects of DT and extend research emphasizing top-down management approaches in DT with an employee perspective. This study extends previous findings in innovation management that predominantly provide evidence on the acceptance of specific digital technologies and offer insights into the antecedents of DT strategy acceptance. We offer managers insights into how employees perceive DT strategies, which can help to leverage the potential of digital innovation. open access Spieth, Patrick Söllner, Matthias Klein, Sascha Pascal doi:10.1111/jpim.12722 Mitarbeiter Akzeptanz Paradoxon Digitalisierung Strategisches Management Unternehmen publishedVersion eissn:1540-5885 Issue 5 Journal of Product Innovation Management (JPIM) 999-1021 Volume 41 false
Die folgenden Lizenzbestimmungen sind mit dieser Ressource verbunden: