Browsing by Author "Bala, Hillol"

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    Adaptation to Information Technology: A Holistic Nomological Network from Implementation to Job Outcomes
    Bala, Hillol; Venkatesh, Viswanath (INFORMS, 2016-01-01)
    Information technology (IT) implementation is a major organizational change event that substantially disrupts an employee's work environment. We develop a model of technology adaptation behaviors that employees perform to cope with a new IT that causes such disruptions. Our model posits technology adaptation behaviors as a key linking mechanism between IT implementation and employee job outcomes, thus offering a holistic nomological network of technology adaptation behaviors. Two field studies conducted over a period of six months, with four waves of data collection each, in two organizations (N D211 and N D181) implementing two different ITs, supported the model. We found that employees performed four different technology adaptation behaviors-exploration-to-innovate, exploitation, exploration-to-revert, and avoidance-based on whether they appraised an IT as an opportunity or a threat and whether they had perceptions of control over an IT. Employees' experiential engagements (i.e., user participation and training effectiveness) and psychological engagements (i.e., user involvement and management support) during the implementation jointly determined their appraisal of an IT. Finally, we found that technology adaptation behaviors influenced changes in two key job outcomes, job performance and job satisfaction.
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    Employees' reactions to IT-enabled process innovations in the age of data analytics in healthcare
    Bala, Hillol; Venkatesh, Viswanath (Emerald, 2017-01-01)
    Purpose: Interorganizational business process standards (IBPS) are IT-enabled process specifications that standardize, streamline, and improve business processes related to interorganizational relationships. There has been much interest in IBPS as organizations from different industries implement these process standards that lead to successful organizational outcomes by integrating and standardizing intra- and inter-organizational business processes. These process standards enable data analytics capabilities by facilitating new sources of interorganizational process data. The purpose of this paper is to unearth employees’ reactions to a new type of supply chain process innovations that involved an implementation of new IBPS, a supply chain management (SCM) system, and associated analytics capabilities. Design/methodology/approach: The authors gathered and analyzed qualitative data for a year from the employees of a healthcare supplier, a high-tech manufacturing organization, during the implementation of a SCM system and RosettaNet-based IBPS. Findings: In what the authors termed the initiation stage, there was quite a bit of confusion and unrest among employees regarding the relevance of the new process standards and associated analytics capabilities. With the passage of time, in the institutionalization stage, although the situation improved slightly, employees found workarounds that allowed them to appropriate just part of specific processes and the analytics capabilities. Finally, once routinized, employees felt comfortable in the situation but still did not appropriate the new supply chain processes faithfully. Overall, employees’ reactions toward the SCM system and associated analytics capabilities were different from their reactions toward the new business processes. Originality/value: The paper contributes to the literature by offering novel insights on how employees react to and appropriate process innovations that change their work processes.
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    Going Beyond Intention: Integrating Behavioral Expectation Into the Unified Theory of Acceptance and Use of Technology
    Maruping, Likoebe M.; Bala, Hillol; Venkatesh, Viswanath; Brown, Susan A. (Wiley, 2017-03-01)
    Research on information technology (IT) adoption and use, one of the most mature streams of research in the information science and information systems literature, is primarily based on the intentionality framework. Behavioral intention (BI) to use an IT is considered the sole proximal determinant of IT adoption and use. Recently, researchers have discussed the limitations of BI and argued that behavioral expectation (BE) would be a better predictor of IT use. However, without a theoretical and empirical understanding of the determinants of BE, we remain limited in our comprehension of what factors promote greater IT use in organizations. Using the unified theory of acceptance and use of technology as the theoretical framework, we develop a model that posits 2 determinants (i.e., social influence and facilitating conditions) of BE and 4 moderators (i.e., gender, age, experience, and voluntariness of use) of the relationship between BE and its determinants. We argue that the cognitions underlying the formation of BI and BE differ. We found strong support for the proposed model in a longitudinal field study of 321 users of a new IT. We offer theoretical and practical IT implications of our findings.
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    How does an enterprise system implementation change interpersonal relationships in organizations
    Bala, Hillol; Venkatesh, Viswanath; Ganster, Daniel C.; Rai, Arun (Emerald, 2021-06-28)
    Purpose: Although research has suggested that enterprise system (ES) implementations have major impacts on employee job characteristics and outcomes, there has been limited research that has examined the impacts of ES implementations on interpersonal relationships over time. Building on and extending recent studies that have examined changes in employee job characteristics and outcomes during an ES implementation, this research examined the nature, extent, determinants and outcomes of changes in an important interpersonal relationship construct—coworker exchange (CWX)—following an ES implementation. CWX is considered a critical aspect of employees' job and an important determinant of their success in the workplace. Drawing on social exchange theory (SET), the authors theorize that employees will perceive a change in CWX following an ES implementation. Design/methodology/approach: A longitudinal field study over a period of 6 months among 249 employees was conducted. Latent growth modeling was used to analyze the data. Findings: The authors found that employees' work process characteristics, namely perceived process complexity, perceived process rigidity and perceived process radicalness, significantly explained change, i.e. decline in our case, in CWX during the shakedown phase of an ES implementation. The decreasing trajectory of change in CWX led to declining job performance and job satisfaction. Originality/value: The role of CWX and its importance in the context of ES implementations is a key novel element of this work.
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    If the Worst Happens: Five Strategies for Developing and Leveraging Information Technology-Enabled Disaster Response in Healthcare
    Bala, Hillol; Venkatesh, Viswanath; Venkatraman, Srinivasan; Bates, Jack (IEEE, 2016-11-01)
    Natural disasters, such as hurricanes, tornadoes, cyclones, earthquakes, volcanic eruptions, wildfires, and floods, have a profound impact on healthcare by limiting healthcare providers' ability to effectively provide patient care in the affected areas and respond to myriad healthcare needs of the affected population. The situation can potentially be exacerbated if healthcare providers do not have effective mechanisms in place for disaster response. The response to Hurricane Katrina, a Category 3 hurricane that made landfall in August 2005 and affected several states in the southwestern U.S., was a vivid example of how the lack of effective planning and responsiveness can affect healthcare services. In this paper, based on an extensive case study, which included a rigorous examination of the Veterans Health Administration's information technology (IT) infrastructure and its response to Hurricane Katrina, we present five strategies that healthcare organizations can undertake to develop and leverage IT-enabled disaster response. These include the development of: 1) an integrated IT architecture; 2) a universal data repository; 3) web-based disaster communication and coordination; 4) an IT-enabled disaster support system; and 5) standardized and integrated IT-enabled disaster response processes. We discuss how these strategies can help healthcare providers manage continuity and offer quality healthcare during natural disasters.