دانلود رایگان مقاله انگلیسی ابتکار ایمیل زیرو: مدیریت تغییر در هنگام معرفی شبکه های اجتماعی سازمانی - اشپرینگر 2018

Abstract

How can a company successfully improve collaboration and teamwork with the introduction of new IT tools? This case offers new solutions to this question by reviewing two Change Management processes which took place over a period of 6 years within Atos’ Zero Email initiative. The change processes of (1) replacing internal emails with an Enterprise Social Network (ESN) solution in 2012 and (2) replacing the introduced ESN solution by a second, enhanced ESN solution in 2016 are analyzed. By comparing them to established Change Management theories, important key factors of a change process can be highlighted and the evolution of Change Management within an innovative, multinational IT service provider is shown. The Teaching Case is accompanied by in-depth Teaching Notes where we craft a synthesized checklist for thorough Change Management that addresses IT adoption issues and mitigates the critic that theoretical models are too rigid for vivid organizations. In addition to this comprehensive ‘‘360-analysis’’ consisting of personal interviews, inquiries on organizational communication and research on Change Management theory, the Innovation Diffusion Theory (including a reflection of recognized technology acceptance models) is used to find explanations for possible deviations from the expected outcomes.

Understanding change

To analyze Atos’ innovative and aggressive approach of organizational development, the well-recognized Innovation Diffusion Theory (IDT) of Rogers (2003) is subsequently used. The IDT categorizes types of people and their attitude towards change on an organizational level (see Fig. 8).

People categorized as Innovators have a high interest in new ideas and are very venturesome. Early Adopters are usually more integrated into the local social system and characterized by a high degree of opinion leadership. In contrast, individuals belonging to the Early Majority are not opinion leaders, but interact a lot with peers. The Late Majority adopts an innovation, because this adoption is necessary to maintain their position within the organization or because of high peer pressure, which means that they only adopt if most of the system already has proven efficient. The last category of people to adopt an innovation is the Laggards which tend to be quite isolated from the social system and are past-oriented. Laggards are very suspicious of innovations, so they have to be completely sure, that the innovation will not fail before they adopt it (Rogers 2003). With this pattern, it is possible to understand change processes and how to adapt Change Management when necessary. In which category would you see yourself during introduction of Circuit and why? As a manager, on which type of user would you focus your Change Management efforts?