Date of Conferral
Doctor of Business Administration (D.B.A.)
Ify S. Diala
Approximately 70% of technology projects fail, which negatively impacts resources, productivity, and organizational profitability because of employees' lack of acceptance of technological change. The purpose of this single case study was to explore strategies some midlevel managers used to improve employees' lack of acceptance of technological change. The conceptual framework for this study was the technology acceptance model. Data were collected from semistructured interviews with 5 participants from a local government organization in the southwestern region of the United States and review of organizational documentation. Data analysis included Yin's 5 phases, methodological triangulation, and theme identification. Four themes emerged from data analysis: training, communication, involvement, and management support. Findings showed the importance of providing training when implementing technological change, communicating the change, and explaining how the change impacts employees throughout the organization. Findings also indicated that allowing employees to be involved in the technological change process and communicating management support of the technological change results in increased employee acceptance of the change. Implications of this study for positive social change include improving work products and conditions for employees and human and social conditions for residents of the local community. Findings may provide leaders with insights needed to integrate technological changes, and organizational and resource allocation efficiencies to improve services to employees, residents, and local businesses.