Individual Adaptation Strategies within a Technological change:
a Cultural Perspective
Master thesis - MSc Change Management University of Groningen
Faculty of Economics and Business
June 2014
L. Vredenburg Jac P. Thijsselaan 12 8044PX Zwolle, The Netherlands
2 Individual Adaptation Strategies within a Technological change: a Cultural Perspective
ABSTRACT
This research focuses on the coping and adaptation strategies users opt for during a technologically induced organizational change. Through the use of an embedded case study adaptation strategies are examined in relation to culture. The case study was conducted at a sample of two groups at two different banks, both independent branches of the same larger bank, who for all intents and purposes have the same resources, structures and responsibilities. The diverse cultural dimensions were examined and possible relations to adaptation strategies revealed. The research shows that the Coping Model of User Adaptation by Beaudry and Pinsonneault (2005), can be a helpful managerial tool during an IT event, but that the effects of culture within teams can also be at play in such a setting. With this added insight, this research hopes to contribute to the research field of coping within IT events and provide additional attention points for those managers having to spearhead such a change.
3 TABLE OF CONTENT
ABSTRACT ... 2
1. INTRODUCTION ... 5
1.1 Introduction into the research ... 5
1.2 Research question ... 8
1.3 Theoretical and practical relevance ... 8
1.4 Thesis structure ... 9
2. THEORY ... 9
2.1 Influencing... 9 2.2 Strategies of adaptation ... 10 2.3 Culture ... 113. METHODOLOGY ... 14
2.1 Justification of the chosen method ... 14
2.2 Position of the researcher ... 15
2.3 Sources of data collection (internal validity) ... 15
2.4 Elements of culture and research instruments ... 16
2.5 Context description (external validity) ... 18
2.5.1 Respondents and sample size ... 18
3.5.2 Data collection circumstances ... 20
3.5.3 Data analysis ... 20
4. ANALYSIS ... 21
4.1 Adaptation strategies ... 21
4.2 Artifacts and behavior in relation to adaptation strategies ... 22
4.3 Beliefs and values in relation to adaptation strategies ... 22
4.4 Basic Assumptions in relation to adaptation strategies ... 23
... 24
4
... 25
5. CONCLUSION AND DISCUSSION ... 26
5.1 Limitations, contribution and research suggestions ... 27
REFERENCES ... 28
APPENDICES ... 31
APPENDIX I - Semi Structured interview – Guideline questions ... 31
5 1. INTRODUCTION
A change manager or information technology specialist involved in an technologically based organizational change, is likely to want as much control and influence over the change as possible, in order to get to the desired outcome. This control is searched for within management and information technology science (Lucas Jr., Swanson, & Zmud, 2007) and within psychology and stress research (Lazarus & Folkman, 1984). Where system characteristics can be controlled, it are the people who are emotional and have the option to choose how they act and voice their opinions. Being able to predict how people are going to act within an technological change could there for prove to be a real asset.
1.1 Introduction into the research
6 In essence we are talking about achieving a successful implementation and a purposeful IT system within an organization and how to achieve a state of equilibrium or stability after the technological change, regardless of whether this state promotes innovation or ensures structure and stability. With this in mind, Lucas Jr et al. (2007) point out that the need for understanding technology and its adoption, implementation, and use is highly important. Davis, Bagozzi and Warshaw (1989) highlight the individual element by stating that without usage, computer systems cannot improve organizational performance.
To illustrate this, we look at bank XYZ. This bank introduced an IT change to its various local branches and employees. The change process consisted out of changing (and replacing) existing features of the systems and adding a new Straight Through Processing (STP) feature, which altered existing tasks, changed responsibilities and even changed who the users of the system are. The change had both significant consequences for the employees, but also depended on them to deliver and make the change a success. From a change management perspective the ultimate goal is a controllable and successful change, thus from a managerial perspective it is highly interesting to investigate how those within the various branches might react to the IT change.
7 event: “(…) cognitive and behavioral efforts exerted by users to manage specific consequences associated with a significant IT event that occurs in their work environment” (Beaudry & Pinsonneault, 2005, p. 496).
8 1.2 Research question
The research question of this study is:
How are the applied adaptation strategies of individuals influenced by the culture of the subunit they are working in, within the context of a technological change?
The process to be influenced:
The adaptation strategy of the individual. 1.3 Theoretical and practical relevance
9 1.4 Thesis structure
The following sections in this research will first provide a theoretical analysis, then the methodology, followed by the results of the research and a conclusion and discussion section.
The theoretical analysis operationalizes culture. The methodology section explains the taken approach and the way of conducting the study. It also highlights the case study setting and information regarding the subjects within this case study. The analysis shows an overview of the gathered data and relates it back to the operationalized terms defined earlier. The conclusion and discussion part looks back at what is learned, provides an answer to the research question, a summary of the research and ends with suggestions towards further research.
2. THEORY
2.1 InfluencingThe starting point of this research is formed by the process of influencing people to show particular behavior, directed to implementing IT based on incentives of the environment. “Researchers, managers, information system professionals face the critical but daunting task of explaining why, and trying to predict how, users will react to new technologies (Beaudry & Pinsonneault, 2005, p. 494)”. If we look at coping in the CMUA (Beaudry & Pinsonneault, 2005), the key elements are the adaptation behaviors. The question is, what the influences are on these behaviors.
10 2.2 Strategies of adaptation
11 second and third outcome are however more likely in the case of emotion-focused behaviors. The last option, exiting the scene is also linked to emotion-focused behavior, but occurs when people mentally disengage, a behavior that increases whilst facing for instance restructurings (Beaudry & Pinsonneault, 2005; Begley, 1998). As a final remark, it is important to acknowledge that a coping process may occur at different stages during an IT event and it may differ in form, for different elements or stages regarding the IT event. Just like an IT event is a change process, the individual coping process can and is meant to change over time as well (Beaudry & Pinsonneault, 2005; Lazarus & Folkman, 1984)
2.3 Culture
In the introduction the perspective of culture with regards to CMUA (Beaudry & Pinsonneault, 2005) is pointed out. Culture can influence the success of an IT implementation and the subsequent use of the IT and can exist from national, to organizational and group level (Leidner & Kayworth, 2006). When talking about culture one must realize that culture is not the same as organizational climate. As explained by Leidner and Kayworth (2006) there are similarities between the two concepts but the main difference is that climate can be interpreted from the standpoint of one individual, describing their perceptions of a setting or idea, whilst referring to culture means that one has a more general assumption, value or pattern of behavior in mind. Smith and Graetz (2011) summarize that culture can in fact have an influence on performance and innovation, but also upon employee commitment, cooperation, efficiency, job performance and decision making. From the perspective of the manager, culture is seen as the operating collection of fundamental beliefs and values that members of the organization have in common and that guide behavioral standards and norms (Smith & Graetz, 2011).
Schneider and Barsoux (2007) describe how culture is always and everywhere relevant within organizations, but that there is no natural analytical level to which it can be observed. Culture is influenced by other forms of culture in which “every sphere of influence has its own collection of artifacts en behaviors, beliefs and values and basic assumptions. Each has its own mechanisms
12 internal integration” (Schneider & Barsoux, 2007, p. 60). All spheres of cultural influence are interconnected thus they all influence each other.
Schneider and Barsoux (2007) state that the underlying dimensions of culture consist out of external adjustments, internal integration and connecting assumptions. Each of these dimensions can be further divided into subcategories (figure 2).
The different observable elements of culture are operationalized in the methodology section of this thesis including the different sources of data used.
External adaption
- Relationship with nature: Control and avoidance of
uncertainty
- Nature of human activity:
Doing v.s. being and achievements v.s. ascription
- Nature of reality and truth
Linking assumptions
- Space: Personal and physical
- Language: Strong or weak context - Time: Monochrome and polychrome
past - present - future
Internal integration
- Human nature: In essence good or in essence bad - Nature of human relationships:
social v.s. task oriented and particularism/universalism and
hierarchy and individualism/collectivism
13 2.4 Theoretical framework
Based on the previous theories a link can be made between the concept of cultural spheres of influence and the expected outcome of the concept of an adaptation strategy. In this research the focus will be on the observable units within the concept of culture.
Adaptation strategies Artifacts and behavior Beliefs and values Basic assumptions Elements of culture Benefits maximizing Disturbance handling Self preservation Benefits satisficing Individually applied strategy of adaptation
14
3. METHODOLOGY
This research wants to produce a professional, methodologically correct critical analyses of the gap stated in the theoretical model, based on the keywords as described in chapter 2. The main purpose is to give the agents who are responsible for technological changes new insights in the possible factors that are relevant for the user adaption related to the success of IT implementations. It is about creating the optimal conditions for adaption of the IT change, in the context of social engineering based on interdisciplinary keywords as stated in the literature research in chapter 2 and operationalized in the keywords section in this chapter. As mentioned previously, interdisciplinary literature brings new insights from a broad perspective to the theory already formed around the CMUA (Beaudry & Pinsonneault, 2005).
The basic research model is explained below.
Figure 4 - source Benbasat, Goldstein, & Mead (1987)
2.1 Justification of the chosen method
The purpose of the research is to add value to the process of control in relation to the prediction of user adaption related to the success of IT-implementations. Therefor the chosen method is generally based on empirical-analytical (naturalistic) sciences. It wants to bring up causal relationships “erklären” (Collis & Hussey, 2003) between the keywords mentioned in chapter 2 and the coping mechanisms of individuals in relation to IT changes. Collis and Hussey (2003, p. 53) state “According to positivists, laws provide the basis of explanation, permit the anticipation of phenomena, predict their occurrence and therefore allow them to be controlled.” Deductive research (moving from general reasoning to particular) is chosen to test the conceptual structure by empirical observations. Because one of the keywords of the construct mentioned in chapter 2 is culture, which is a hard to operationalize construct, relevant literature of a body of knowledge on this topic was reviewed.
Exploratory
Phase
• Discovery of relevant features, factors an issues;
• Gap description
Explanatory
Phase
• Development of causal explanations
15 To make the results of the study more reliable different instruments were used to gather empirical data. Data was found by in documents, interviews and observations. This is also supported by the research method of critical realism (Mingers, Mutch, & Willcocks, 2013). To be as reliable as possible the concept of triangulation between the mixed methods was applied were possible.
2.2 Position of the researcher
The researcher performed a case study at bank XYZ. She also worked at both research sites, for a period of approximately 3 years. However this should not stand in the way of the goal of this study, which is to gain objective data to serve a general interest. There was no commitment/contract with bank XYZ with regards to this study. The researcher is aware of the risks of biased results, but to be able to study this phenomenon and to get access to the sites, it was necessary to have a certain relationship. Participants in the research are familiar with the researcher in different activities as a regular co-worker. To get access to the participants and to get reliable data the researcher had to be involved in the different activities. The perspective of the researcher is a more anthropological perspective because the researcher already knows the social patterns such as the language and behaviors of the group from a participant perspective in the group. According to the description of autopoietic systems, systems that are organized in such a way that they produce their own components (Mingers, 2004) the researcher is not biased with non-group compatible social patterns. In naturalistic inquiry this method is known as prolonged engagement. Erlandson, Harris, Skipper, and Allen (1993, p. 30) state “the researcher must spend enough time in the context being studied to overcome the distortions that are due to his or her impact on the context.” Another advantage is that the researcher is familiar with the used vocabulary within the bank sites that participated in the study. The data acquired at both sites is triangulated to other records and documents to consider alternative explanations (Erlandson et al., 1993).
2.3 Sources of data collection (internal validity)
Data for the research was collected from three different sources. Observation was used to collect data on events, behaviors and artifacts (Erlandson et al., 1993). Interviews were used to create interaction with regards to the subject, and to move back and forth in time, and to reconstruct the past, interpret the present and predict the future (Erlandson et al., 1993). Documents were mainly used to triangulate the answers given during the interviews.
16 theoretical grounding which was operationalized (chapter 2). After that a thorough consideration was made with regards to the data sources as stated below (table 1).
Source Data
richness Usage Validity Reliability Bias
Observations Variable Exploration of
context Variable Low • Researcher bias • Selection bias
Interviews High Main source High Low • Participant bias
• Researcher bias • Response bias
Questionnaire Low Triangulation Low High • Researcher bias
• Selection bias • Response bias
Documents Low Triangulation Variable High • Directly from source
Table 1 - Data sources, data richness, usage, validity, reliabilty and bias.
2.4 Elements of culture and research instruments
17
Culture Operationalization Indicators Instrument
Artifacts & behavior
Implicit standards Architecture workplace Rituals (greeting) Clothing
Making contact with others Form of address
(Written) contracts
Observation Documents
Knowledge of company IT-philosophy, strategy, goals Interview Documents Observation Beliefs & values
Criteria for success Focus on product quality Documents Interviews Focus on technological leadership Documents
Interviews Focus on market share Documents
Interviews Assumptions on
management
Attitude and behavior of management Interview Assumptions on right management Interviews Basic
assumptions
External adaption Level of perceived control Interviews Avoidance of uncertainty Interviews
Doing vs. being Interviews
Achievement vs ascription Interviews Method of fact finding (world view) Interviews Documents Internal integration Positive human nature vs. negative
human nature
Interviews Social orientation vs task orientation Interviews Masculinity vs. femininity Interviews
Hierarchy Interviews
Individualism vs. collectivism Interviews Linking assumptions Space orientation (personal vs
physical)
Interviews Language orientation (high vs low
context)
Interviews Time orientation
(importance of past, present and future)
Interviews
18 2.5 Context description (external validity)
The external validity is achieved by a cross case analysis (embedded research). To meet the requirements of the research problem and purpose of the study (Erlandson et al., 1993) a cross case analysis of two sites of a national bank were part of this study. Both sites were in the process of implementing an IT system which was mandatory. Both the banking site and the mandatory setting are similar to the research settings described by either Beaudry and Pinsonneault (2005) or Elie-Dit-Cosaque and Straub (2011). The researcher has worked in both examined teams and is familiar with the basic setup of the division, the tasks every employee has to perform, the job-titles and descriptions and the technology in use. Technological change and general bank employee education are the same across all the banks operating under the name of bank XYZ. This means that for each employee, regardless of their place of employment, the same learning tools and information is available with regards to the implemented systems. These resources take the form of e-learnings, texts, internal information webs and detailed descriptions of the processes for the various settings the employee might encounter. The particular IT event referred to is a change made to the CRM system that is used. The CRM system is used to keep track of customer information, registering moments of contact, customer questions, problems, appointments, agreements, and products (meaning, bank accounts, insurances and other banking related products).
The technological change in question is the implementation of what is called “Straight Through Processing” (STP). This has two functional consequences. First of all, the system itself has changed, which leads to the abandonment and adaptation of old systems and the introduction of new working processes. The second consequence relates to the clients of the bank, who are expected to be more self-serving.
The specific sites (site A and B) were chosen because of the provided access which is usually not possible due to security restrictions.
2.5.1 Respondents and sample size
19 To get reliable data the respondents had to understand the culture but also needed to be able to reflect on it and explain to the researcher what was going on. They had to be able to express thoughts, feelings, opinions and their perspective on the subject studied (Erlandson et al., 1993). Therefor the respondents in the study were chosen to explicate constructions that have been introduced in chapter 2. Besides this method an emergent design (Erlandson et al., 1993) was used to build a construct from the information learned of prior respondents.
The main characteristics of the groups of interest can be found in table 3. At Site A the population of the group of interest was 8 people, and there were 3 respondents. At site B the population of the group of interest consisted out of 4 people, 2 of those were interviewed, 1 extra respondent from another department was added on account of the triangulation. The added respondent works with the newly implemented system as well. The sample of this study was the result of purposive sampling with an opportunistic character (Erlandson et al., 1993). The selection of what to study was based on the operationalized terms within this study. The decision of who to study was partly based on availability within the department. Whilst the other part was due to restrictions with regards to the access to the population within other departments. The same goes towards who and what was not part of this study, since a major component is the cultural factor, it was very important that the respondents at least belong to the same formal group, in order to make an accurate analysis based on their responses with regards to the operationalized terms.
20 3.5.2 Data collection circumstances
The interviews were conducted during working hours in a separated room, away from the regular workplace and colleagues. Interviews took place individually and on a voluntary basis and lasted for approximately 30 minutes. The whole sitting took twice that time, since it was of importance to have a social chat first, catch up, get settled and explain the research setting. The collection method was a semi-structured interview (appendix I). The interviews were recorded with a smartphone (Iphone-app: Dictafoon) with permission of the respondents and were transcribed in full-text afterwards.
3.5.3 Data analysis
21 4. ANALYSIS
The analysis part of this research describes the findings based on the conducted interviews, the provided documents and observations. The theoretical framework presented in chapter 2 serves as a guideline to subsequently analyze the influence of the operationalized cultural aspects with regards to the adaptation strategies. In this model elements of culture can be seen as independent variables, where the dependent variables within this research consist of the strategies of adaptation. Based on this model working theories are formed. The working theories are the main structure of organizing the data analysis. Part 4.2, 4.3 and 4.4 (working theories) focus on possible relations that can be derived from the analyzed data. For this purpose the distinction between research sites is temporarily released. This division is how ever highlighted again in part 4.5, where a table is presented that shows differences between the research sites, regarding the analyzed subjects. 4.1 Adaptation strategies
First an overview is provided of the observed adaptation behaviors within the analyzed settings (table 4). Together with the respondents the researcher returns to the time or setting in which the user first encountered the IT event and initial appraisal and subsequent behavior took place, with the help of anchor questions (Beaudry & Pinsonneault, 2005). Data analysis was based on this very moment where the process of appraisal first took place. The goal was to get the respondents to remember and talk about settings from the past and behavior, for these stories can be scanned for presence of the subcategories of culture.
Table 4 was derived from the analysis of the interviews and represents the most likely eventual adaptation strategy. However the interviews showed other acts and thoughts as well. These are also taking into account within this analysis.
Observed Individual Adaptation behaviors Observed subunit Adaptation behaviors Bank A Disturbance Handling Disturbance Handling
Self Preservation Self Preservation
Bank B Self Preservation Disturbance Handling
Benefits Maximizing* depicted by extra respondent
22 4.2 Artifacts and behavior in relation to adaptation strategies
The elements of artifacts and behavior consists out of the following subcategories: architecture of the workplace, rituals (greeting), clothing, making contact with others, the form of address and (written) contracts (Schneider & Barsoux, 2007). In addition to this, based on the case and within the liberties of the research method, the artifact of
knowledge regarding the company IT philosophy, strategy and vision were added as well.
With regards to architecture workplace, rituals (greeting), clothing, making contact with others, the form of address and (written) contracts there is no significant link between interview data and the observed elements in relation to adaptation behavior.
The exception is the knowledge of company IT philosophy, strategy and goals. Knowledge regarding this matter is distributed but not incorporated. At location A the users have more knowledge regarding their future with bank XYZ. At location B the respondents are uncertain about the impact of the distributed documents for their own working future. Initially respondents 2A and 3A appraised the IT event with indifference. This switched to threat at the moment the awareness regarding the IT rose.
4.3 Beliefs and values in relation to adaptation strategies
Beliefs and values are subdivided into criteria for success and assumptions regarding management. The criteria for success consist out of focus on product quality, focus on technological leadership and focus on market share. The assumptions regarding management are indicated as the attitude or behavior of management and the assumptions on right management.
“Ja, nou binnen de bank zijn natuurlijk altijd heel veel ontwikkelingen, dus er is altijd wel iets nieuws. En dit was ook een van die nieuwe dingen “ - A1
“Dus dan sla je het hele gedeelte met eh, met het klantcontact met de bank sla je gewoon over “ - A3
23 The product quality, technological leadership and focus on
market share are only mentioned in relation to IT opportunities for the customer, but not in relation to adaptation strategies of the user. The opportunities are related to the benefits of the system and the threats show uncertainty and skeptics. Here we see that especially the threats are linked to the individual, the opportunities are only related to the customers.
The same can be said regarding the focus on technological
leadership. This subcategory is visible in statements in relation to company documents. The statements of the user reflect the statements in the company documents. No particular link is visible with the process of adaption.
The focus on market share is not mentioned in the interviews. The indicators can only be found within the documents of headquarters. Interview respondents only partly mention the contents of the different headquarter documents. This content is not linked with adaptation strategies. The respondents merely reproduce hollow phrases from the documents, which are not related to the company market share.
4.4 Basic Assumptions in relation to adaptation strategies Control is only perceived in relation to providing information with regards to the work. Sharing of information is regarded as an opportunity to increase control over work and control over self. Information provides control and this information is used for benefits maximizing strategies.
“Klanten (..) zorgen dat producten voor hun interessant zijn en (..) ook goed is dat daar ook wat meer tijd voor is. Dat er weer meer gekeken kan worden naar de klant. Van goh, wat heeft de klant nodig”. – 1B
‘Daar krijg ik bericht van, vanuit *Hoofdkantoor. En ik verspreid die informatie ook (..) onder de collega’s, zodat de collega’s op de hoogte zijn van wat de klant zelf kan regelen via internet. – 1B Kijk we bepalen onderling het
24 Avoidance of uncertainty shows a discrepancy. Users are familiar with company documents, which state that self service will be the way to go from now on, and that their jobs will be eliminated. This is not reflected in their remarks regarding the future. This reflects the refusal of choosing a strategy.
With regards to the cultural subcategory doing versus being, you can see that that the chosen strategy of self preservation is chosen by a stand still in descision making and action with regards to the work to be done.
No data was collected with regards to achievement vs. ascription.
The world view shows the preference of registering data and reflecting upon it. This is no new phenomena for the users, it is not brought about with the change. The data showed no link to the adaptation strategies with regards to this cultural subcategory.
“Nouja het is, het is, ja er is totaal geen duidelijkheid.”- A3 “Kijk er zullen altijd mensen nodig blijven, ja dat tuurlijk. We zullen altijd uitzonderingen zijn en ehh.. het zal niet zo zijn dat alles helemaal weg is, maar er zullen wel minder werkzaamheden komen ja..” – 1B “Ja je hebt altijd zoiets in je
achterhoofd van je eeh waar blijven wij straks als klanten alles zelf gaan doen he. Maar eigenlijk zolang als ik al werk is dat altijd al van toepassing geweest en ik werk nog steeds denk ik dan..” – 2B
25 On the area of positive human nature and negative human nature, it is not possible to draw
conclusion with regards to the studied elements and the link with adaptation strategies. There is a distinction visible between social orientation preference (bank a) and task preference (bank b). At bank B there is an individualistic task orientated view and bank A a collective social orientated view, were bank B also hierarchically more talks about ‘we’ and
‘them’ and bank A proclaims to be self steering.
With regards to basic assumptions space orientation and language it was not possible to draw conclusions with regards to the adaptation process.
Both sides have a limited belief of time, whereby Bank A has a large scope and Bank B has a short scope of time perceiving. There can be a possible link with regards to the adaptation process. Being part of the IT implementation for a longer period of time (bank A) seems to influence the borders of the individual time scope. Bank B seems to be learning to adapt work processes dictated by the system . At Bank A system processes are already the norm and therefor orientation is more focused on the individual, which relates back to the adaptation strategies.
“Want je bent samen verantwoordelijk voor wat er die dag moet gebeuren en als er 1 overloopt moet een ander bij ehh bij springen” – A1
“Er zijn mensen die zitten er gemakkelijk erin, dat heb je ook wel weer. Ik ben (..) wel eentje die (..) alles belangrijk vind om alles correct en zo snel mogelijk af te handelen”
– 2B
26 5. CONCLUSION AND DISCUSSION
The research question this research aims to answer is: How are the applied adaptation strategies of individuals influenced by the culture of the subunit they are working in, within the context of a technological change?
Main conclusion of the research is that there is no separate culture in the sense of a group culture. Based on the results of the analysis it is clearly visible that every person states different things in relation to the IT event and the relevant coping strategies. As mentioned by Fazio et al. (1986) in the theoretical framework, there are different stimulus, where a strong association to a stimulus results in a fast response. The different users all had their own selective stimulus, which in some cases were comparable, but in other cases they were totally different. The comparable elements of culture can be seen as the group culture, formed by the different cultures of the individuals within the group, on a certain level they seem to relate to the adaptation process of each individual in their own specific decision making process of appraisal and the chosen opportunity or threat. Research also found that it is possible to have a third perspective of appraisal which can be seen as Fazio’s et al (1986) less strong stimuli, that will not be observed by the user. Therefor the user will not appraise the elements of culture as an opportunity or threat. The elements are not within his scope, therefor he does not register them and this will not result in action.
Below the findings are presented based on the analysis of the elements of culture.
There did not seem to be a link between the adaptation process and artifacts and behavior within the group. An exception to this is formed with regards to company provided information related to the IT change. Openness of culture of, at first company culture and secondly group culture, resulted in sharing of information. Users judged the information provided by top management, by usefulness in their own work processes and added value for the costumers of bank XYZ. These were seen as opportunities outside of the individuals control, uncertainty about information resulted in the believe of the individuals, which resulted in judging the situation as a threat. Within the group information is used for benefits maximizing strategies to decrease or avoid uncertainty. A strange observation was that users were informed by top management and they assessed the information provided as a threat within the group, however they did not seem to act in accordance with this assessment as a threat. They seemed to display a strategy cognitive dissonance.
27 5.1 Limitations, contribution and research suggestions
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31 APPENDICES
APPENDIX I - Semi Structured interview – Guideline questions Introduction
I, as a student of the MSc Change management of Rijksuniversiteit Groningen, am conducting a research regarding coping with IT changes within organizations. My interest especially focusses on the social factors and group culture that plays a role in this story. In this interview I will focus on these aspects.
All the given information will be typed up anonymously and personal information is only know to the researcher. The resulting thesis is anonymous, but will be publicly available. The manager of the department you are part of has given consent to do this interview, but she/he will not be informed of your answers. Name: ………. Gender: Male/Female/Other Age: ……….. Residency: ……….. Education: ……….. Job Title: ……… Employment period: ……… Full time/ part time: ……… Experience other bank: ……….
1. Could you, as precisely possible, describe your job? (What do you do, what are your
responsibilities, how do you see your role within the bank? (Armenakis, Brown, & Mehta, 2011)) 2. Could you please describe the group you are working in? (Who belong to the group/ are there specific characteristics that distinguish your group with respect to others?/ Is there interaction/ do you help each other/ not written rules in effect?)
Points of attention:
Individualism / collectivism – the importance of the individual versus the group Uncertainty Avoidance – discomfort with the unknown; desire to reduce ambiguity Power Distance – highest degree of distance across social groups (e.g., boss v.employee)
Masculinity / Femininity – the emphasis on stereotypically ‘‘masculine’’ goals (power, achievement, etc.) / ‘‘feminine’’ goals and attributes (caring, consensus,etc.).
3.1 There is an IT event occurring within the bank. Siebel is extended with STP. Are you familiar with STP?
32 3.3 Could you describe STP for me? (what is it, how does it work, what does it do?)
Note: the following questions are derived from the questionnaire of Elie-dit-Cosaque & Straub (2011) 3.4a Do you have control over your use of STP? (control over self)
3.4b Do you have the necessary resources to use STP? (control over self)
3.4c To use the system effectively, I belief that I have what I need (control over system)
3.4d When using STP, I believe I have a good control over the features of the system (control over system).
3.5a Do you have sufficient autonomy in your work to be able to adapt your tasks to STP? (Control over work)
3.5b I am independent enough to modify my tasks so as they can be consistent with the requirements of STP (control over work)
4.1 What consequences does STP have for your work? Did you have to change things? 4.2 How do you deal with these changes (what is your attitude?)
5. Do you talk about STP? With whom?
34 STP in group PRIMARY APPRAISSAL Opportunity G1O Based on observation interviewee: first
reaction team members regarding IT event. - Interviews
Threat G1T Based on observation interviewee: first
reaction team members regarding IT event. "het is natuurlijk een hartstikke mooi systeem, maar het is meer dat iedereen zich natuurlijk wel gewoon realiseert dat ja, het is het begin van het einde van onze carrière"
Interviews
Group SECONDARY APPRAISSAL Control over self G2SE Based on observation interviewee: Level of control regarding: - if you use STP - neccesairy resources to use STP.
"nouja, iedereen werkt natuurlijk met STP"
Interviews Control over system G2SY Based on observation interviewee: Level of
control regarding: - having enough to use STP - Feeling in control to use STP
"In principe zijn de tools daarvoor
aanwezig" Interviews
Control over work G2W Based on observation interviewee: Level of control regarding: - having autonomy to adapt task to STP -independent enough to alter task to fit stp
"Iedereen doet het op zijn eigen
manier" Interviews
Group STP Adaptive behavior Benefits maximizing GBM Based on observation interviewee: Take full advantage of the opportunities of the IT. Maximize personal benefits.
- Interviews
Benefits Satisficing GBS Based on observation interviewee: Satisfice with t the opportunities offered by the system
- Interviews
Disturbance handeling GDH Based on observation interviewee: Minimize the negative consequences of the system. Restore emotional stability
"Maar de meerderheid wil toch voor gaan voor he ja.. de mogelijkheden."
Interviews Self preservation GSP Based on observation interviewee: Restore
emotional stability. Reduce the tensions arising from the IT event.
"Voor de rest moeten we toch alles nog zelf doen."
36 Basic assumptions - Internal integration Positive human nature vs. negative human nature BPH pos / BPH neg
Indications regarding view of the employees (theory x: lazy, require supervision v.s. theory y: active, selfsteering)
"Maar we worden wel een zelfsturend team genoemd" / "dingen die echt door management geregeld moeten worden"
Interviews
Social orientation vs task orientation
BSO soc / BSO task
Indications regarding the importance of relationships versus the importance of tasks to be conducted
"Je kunt altijd alles overleggen, vragen (..) " / "Verschillende werkzaamheden worden verdeeld in taken"
Interviews
Masculinity vs. Femininity BME mas / BME fem
Indications of emphazis on either male goals (power, competition, achievement) or female goals (caring, social wellbeing)
"(..) het is ook belangrijk dat je je ook verantwoordelijk voelt voor ehh de taak die je op dat moment doet en niet de kantjes ervan afloopt" / "(..) als er 1 overloopt moet een ander bij ehh bij springen"
Interviews
Hierarchy BHI Indications regarding the value placed upon hierarchy.
"Ik voel gewoon, je voelt gewoon mijn collega’s als gelijkwaardige collega’s"
Interviews
Individualism vs.
Collectivism BIC ind / BIC col Indications whether the individual or the group is of most importance for people.
"Ja nou je hebt eigenlijk allemaal je eigen taak" / "Dus ja je moet het ook samen doen"
Interviews
Basic assumptions - Linking assumptions Space orientation (personal vs physical)
BPP pers / BPP phys
Indications regarding both physical and personal space for instance visable in artifacts or commitment to others
" zijn we wel een hecht team gebleven."
Interviews
Language orientation (high vs low context)
BLO high / BLO low
Indications of either a culture with high context (communication dependent on individual and access to information) or low context (communication is direct, clear and explicit)
"Nouja het is, het is, ja er is totaal geen duidelijkheid." / "in werkoverleggen gewoon over ‘goh is er iets nieuws met STP’ "
Interviews
Time orientation (importance of past, present and future)
BTO Indications of particular views regarding time (limited or unlimited).
"Dat zou in Juni uitgerold worden, nou dat wordt nu al weer september/oktober."
