The Influence of Situational Involvement on Employees’ Intrinsic Involvement During IS Development

Leso, Bernardo Henrique; Cortimiglia, Marcelo Nogueira; Caten, Carla Schwengber ten

doi:10.1007/s12599-021-00719-7

Cited by 2 publications

(1 citation statement)

References 50 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The expert SysJ illustrates this point with the following quote: ‘in a small business, it is essential to foment the feeling of being the ‘owner of the organization’ because it is a driving force: it makes the employee feel that his job is more than performing tasks and solving problems’. Another consequence is a feeling of being highly involved (Fregnan et al 2022 ), which (1) allows employees to add something personal to each activity, and (2) represents a mechanism for generating psychological inclination in people facing changes and ensuring commitment (Leso et al 2021 ; Leso and Cortimiglia 2021 ).…”

Section: Resultsmentioning

confidence: 99%

The contribution of organizational culture, structure, and leadership factors in the digital transformation of SMEs: a mixed-methods approach

2022

Self Cite

View full text Add to dashboard Cite

Contributing to the scarce literature on how companies can deal with their business model of digital transition, this work explores the digital transformation (DT) process in small and medium enterprises (SME), investigating how organizational culture, structure, and leadership influence it. While such three factors are deemed essential components to facilitate DT, how they operate and how they relate to each other are still not very well-defined issues in need of in-depth investigation. This study employed a mixed-methods approach, following an exploratory sequential design. First, a conceptual model was developed based on qualitative data collected from expert interviews and analyzed through grounded theory. This stage uncovered 25 first-order concepts about culture, structure, and leadership, further organized into 6 constructs and hypothesis paths. Then, with a sample of 192 SMEs, the structural model was measured and validated using exploratory factor analysis and PLS-SEM. As a result, our study offers robust and timely research, whose conceptual model condenses a knowledge corpus that future research can benefit from, and it provides statistical extrapolations about how and how much those factors relate to each other in SME context; moreover, given the traditional scarce resources and lack of flexibility in SMEs, it provides orientation and guidelines to managers facing DT and needing to understand the organizational factors they should be aware of, where to focus energy, and what to expect as results. From a large-scale perspective, this study carries an impactful contribution to the many countries where SMEs play a major economic and social role.

show abstract

Section: Resultsmentioning

confidence: 99%