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2%% Jessica van Harten
3%% 2018
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119{ \huge \bfseries Title Master thesis}\\[0.7cm]
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122\today
123\date{}
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127\author 
128    JJESSICA VAN HARTEN \\
129    \vspace*{0.5cm}
130   	Student number: 11368748 \\
131    University of Amsterdam Faculty of Science \\
132    Thesis Master Information Studies: Business Information Systems \\
133    Final version: \today \date{} \\
134    Supervisor: Prof. Toon Abcouwer \\
135    Examiner: .. \\
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150\chapter*{Abstract}
151Lorem  ipsum  dolor  sit  amet,  consectetuer  adipiscing  elit.   Etiam  lobortisfacilisis sem.  Nullam nec mi et neque pharetra sollicitudin.  Praesent imperdietmi nec ante. Donec ullamcorper, felis non sodales. Some very important text .. Lorem  ipsum  dolor  sit  amet,  consectetuer  adipiscing  elit.   Etiam  lobortisfacilisis sem.  Nullam nec mi et neque pharetra sollicitudin.  Praesent imperdietmi nec ante. Donec ullamcorper, felis non sodales. Some very important text .. Lorem  ipsum  dolor  sit  amet,  consectetuer  adipiscing  elit.   Etiam  lobortisfacilisis sem.  Nullam nec mi et neque pharetra sollicitudin.  Praesent imperdietmi nec ante. Donec ullamcorper, felis non sodales. Some very important text .. Lorem  ipsum  dolor  sit  amet,  consectetuer  adipiscing  elit.   Etiam  lobortisfacilisis sem.  Nullam nec mi et neque pharetra sollicitudin.  Praesent imperdietmi nec ante. Donec ullamcorper, felis non sodales. Some very important text .. Lorem  ipsum  dolor  sit  amet,  consectetuer  adipiscing  elit.   Etiam  lobortisfacilisis sem.  Nullam nec mi et neque pharetra sollicitudin.  Praesent imperdietmi nec ante. Donec ullamcorper, felis non sodales. Some very important text .. \par
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153Lorem  ipsum  dolor  sit  amet,  consectetuer  adipiscing  elit.   Etiam  lobortisfacilisis sem.  Nullam nec mi et neque pharetra sollicitudin.  Praesent imperdietmi nec ante. Donec ullamcorper, felis non sodales. Some very important text .. Lorem  ipsum  dolor  sit  amet,  consectetuer  adipiscing  elit.   Etiam  lobortisfacilisis sem.  Nullam nec mi et neque pharetra sollicitudin.  Praesent imperdietmi nec ante. Donec ullamcorper, felis non sodales. Some very important text .. Lorem  ipsum  dolor  sit  amet,  consectetuer  adipiscing  elit.   Etiam  lobortisfacilisis sem.  Nullam nec mi et neque pharetra sollicitudin.  Praesent imperdietmi nec ante. Donec ullamcorper, felis non sodales. Some very important text .. \\
154
155
156\noindent\textbf{Keywords:} Keywords, Keywords Keywords
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189 
190\chapter{Introduction}	
191Information Technology (IT) is becoming an increasingly important factor within organizations \citep{Wat06,Mil15,Hes16,Caw12,Mar04,Bal16,Saw16}. Technological change is regarded as necessary for achieving success \citep{McL11}. The public sector is often stereotyped as being resistant to technological change \citep{Bor02}. Especially since organizations in the public sector are usually large bureaucracies, who operate under a strict legal framework and are challenged with the high pressure of accountability \citep{Voe13,Bor01,Bor02}. However, the public sector is not an exception to the increasing importance of change and innovation \citep{Bor01,Bor02,Bys15,Lee12,Voe13,Leo88}. Adoption of new uses of IT has the potential for improvements in organizational performance, organizational business processes and transformations in people's work \citep{Mar04}. "Technology has also allowed us to think differently about structures and systems when planning and managing organizational change" \citep[p. 150]{Caw12} On top of that, innovation in the public sector tends to focus on improving the service performance and dealing with economic and social challenges \citep{Bys15,Lee12}.  
192
193Nonetheless, the processes through which change in the public sector are established have received limited attention \citep{Voe13,Kui14}.(KICKERT, 2010) \citet{Kui14} identify that most research on change in the public sector is focused on the context of change, instead of the implementation process. Although strategic planning of change is important, it is far more difficult to implement change once the direction is chosen \citep{Bat10}. \citet{Hes16} identify that integrating and utilizing digital technologies is one of the biggest challenges for organizations. Consequently, many organizations find change unsuccessful \citep{McL11,Bur14}. Change causes chaos and disruption for employees, customers and other stakeholders\citep{Mar04}. "The potential for the IT "solution" to be misaligned with important organizational characteristics, such as culture or incentives, is great" \citep[p. 4]{Mar04}. 
194
195Therefore, "digital transformation has become a high priority on leadership agendas" \citep[p. 123]{Hes16}. Leadership is one of the key drivers for the implementation of organizational change \citep{Hig11,Hig10,Hig05,Bat10,Saw16,Wat06,Mil15,Gil09}. Managers play a crucial role in determining whether the outcome is success or failure \citep{Bur14}. However, the role of senior management in organizational change is often emphasized, whilst the role of line managers is not mentioned \citep{Nie13,Voe13}(BURKE 2010?). Even tough, line managers have been suggested as having a key role in the implementation of organizational change \citep{Nie13,Gil09,Hig11,Voe13}. "Senior management may set the organizational direction, but in this decentralized organizational world, it is up to managers and employees to shift the organization to accomplish the new goals and objectives" \citep[p. 5]{Caw12}. Line managers typically responsible for the actual implementation of change \citep{Gil09,Hig11,Bat10}.
196
197There is an increasing interest in establishing the theoretical bases for a deeper analysis of implementation strategies, in order to gain insights into the mechanisms by which implementation is successful \citep{Nil15}. As identified by \citet[p. 124]{Hes16} "clearly specified guidelines for managers on how to approach digital transformation and implement a well-defined digital transformation strategy are lacking". Thus, following the emphasis on the role of leadership theory in the change management literature\citep{Hig05,Hig10,Hig11,Bat10} this study investigates implementation research and uses leadership theory to examine the role of line managers in the IT-implementation process in the public sector.  
198
199
200\section{Scientific Rationale}
201 As identified in the introduction, IT is a key enabler for change \citep{Mar04,Bor01,McL11,Caw12} and a "driving force in business" \citep[p. 125]{Mil15}. Organizations make large investments in IT and citizens expect the public sector to transform itself in response to the advances in IT \citep{Bor01}. However, a major problem confronting organizations is that technology under performs due to underutilization\citep{Bag14,Mar04}. The growing need for change in organizations is widely recognized, nevertheless many change initiatives fail \citep{Hig05,Hig10,Voe13,Caw12,Bur14}. 
202 
203According to \citet{Hig05} attempts to understand the reasons for failure have been inconclusive. \citet[p. 1]{Kui14} identifies that "there still appears to be a gap in the literature on change management specifically regarding the public administration perspective". However, it is not sufficient to only apply organizational change literature in understanding successful technology implementation, because they do not address the unique aspects of IT-driven organizational change \citep{Mar04,Vol07,Lyy08}. 
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205Additionally, there is growing evidence that the role of leaders in the change process impacts the success of change \citep{Hig05,Hig10,Hig11,Bat10,Voe13}. Especially the importance of line managers needs to be acknowledged \citep{Nie13}. Both managers and IT specialists need to understand the dynamics of technological change and how to manage it well\citep{Mar04}. However, most change leadership studies do not account for the complexity of the implementation process \citep{Bat10}. "While much of the change literature examines the processual issues surrounding change implementation, there is growing interest in the role of leadership in successful change implementation" \citep[p. 371]{Hig10}. Moreover, there is relatively little evidence about how implementation processes can be effectively managed in the public sector \citep{Voe13}. 
206
207It is evident that the role of managers in the IT implementation process is researched in a limited amount of studies [\ref{app:SR}][\ref{app:FR}]. This gap in scientific research has contributed to confusion, because it seeks to discover either IT, change management, leadership or implementation processes instead of the actual role of managers in IT implementations [\ref{app:RQ}] [\ref{app:concepts}]. This research contributes to the need for insight in the role of managers in IT implementations, specifically in the public sector.  As identified by \citet{Kui14} "we see a need for more research that explicitly focuses on leading change in a public sector context". The aim is to clarify the factors that influence the role of managers in IT implementations in the public sector. {\color{dark-red}For practitioners this research provides guidelines to define the role of managers in IT implementations and it provides a fundamental basis to hire professionals who drive \textit{successful/effective} IT implementations.} - Bridge the gap between science and practice. 
208
209%ADD TO RATIONALE? : 
210% While there is significant literature in the area of intentions and beliefs regarding IS implementation (Venkatesh et al., 2003; Davis, 1989), the focus has largely been on constructs such as perceived usefulness and perceived ease of use and how these impact individual intentions regarding systems.
211
212
213
214\section{Research question}
215
216Based on the gap addressed in the scientific rationale the research question is formulated as follows: \\ 
217\begin{center}
218
219\textit{What is the role of line/middle managers in facilitating successful IS implementations in the public sector?}
220\end{center}
221
222\vspace{0.3cm}
223
224\noindent From the research question the following sub-questions are derived: 
225{\color{dark-red}
226\begin{enumerate}[noitemsep]
227	\item \textit{Subquestion 1}
228	\item \textit{Subquestion 2}
229	\item \textit{Subquestion 3}
230\end{enumerate}}
231
232% If applicable \section{Case context} 
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234
235\section{Structure of the report}
236The following chapters are structured as follows: Chapter 2 provides a conceptual framework on blaa blaa blaa. Chapter 3 elaborates on the research methodology. Thereafter, chapter 4 presents the results and findings of this thesis. Finally, chapter 5 will discuss the conclusions and suggestions for further research. \\
237
238\vspace{1cm}
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240%-------------------------------------------------------------------------------
241% CHAPTER 2
242%-------------------------------------------------------------------------------
243{\let\clearpage\relax \chapter{Theoretical framework}}
244This chapter will provide a theoretical framework on the three main concepts of this research; leadership, IT implementation and the public sector. Before discussing the central concepts of this research, section 2.1 will provide the considerations and assumptions on change and organizations that are of importance. 
245
246{\color{dark-red}This section provides an overview of the implementation process
247and describes how behavior change mechanisms can be used to understand how
248implementation strategies translate into behavior change.} 
249
250
251\section{Considerations on organizations, change leadership, and IS implementation}
252
253\subsection{Assumptions on organizations and change}
254In scientific research there are different perspectives, theories and concepts on how the social world should be considered \citep{Bry16}. Assumptions about the nature of social phenomena also influence the view on organizations, change and IT\citep{Ven05}. Some writers view organizations as entities that are in a 'fixed state', while others view organizations as 'processes'. Likewise, technology shapes society, or society shapes technology \citep{Wil96}. These ontological assumptions are the core of any research about social phenomena \citep{Bry16,Ven05}. 
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256If one sees organizations as 'processes', organizations are viewed as "socially-constructed entities that exist in particular contexts, both
257because of their internal and external cultural factors" \citep[p. 432]{Gar13}. Research that adopts a constructionist view is aimed at \textit{understanding} the constructs of organizational change. The role of context is often emphasized in order to provide insights in the dynamics of organizational change \citep{Gar13} 
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259In contrast, if one sees organizations as 'fixed', organizations are viewed as phenomena that exist in a objective reality \citep{Bry16}. Organizational change is seen as an intervention. Research is used to measure the characteristics of organizations, in order to identify relationships between them \citep{Ven05}. This positivist view is aimed at \textit{explanation} rather than understanding \citep{Bry16}. 
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261This research is based on the interpretivist approach of studying organizations and change. However, in this theoretical framework the literature on the positivist approach is also consulted. Although these assumptions may seem as competing views, they are considered as complementary in this theoretical framework. Each approach provides different insights on organizational change and technology, and will therefore provide a rich theoretical understanding. 
262
263% Note: nog vermelden dat positivism de dominante stroom is in change management? 
264
265\subsection{Considerations on change management, change leadership and IT implementation}
266Change management is a broad discipline about the implementation of change, with no rigid and clearly defined boundaries. The theories and concepts of change management draw on a number of social science disciplines and traditions. As described by \citet{Bur14} the foundations of change management theory underpin different schools of thought: The Individual Perspective school; The Group Dynamics school; and The Open Systems school:\citep{Bur14}, of which a more detailed explanation can be found in appendix \ref{app:schoolschange}. The different schools are not a dichotomy, although each sees their form as the dominant view that holds the others together \citep{Bur14}. Whatever from change takes, it may be argued that successful change implementation must address the issues at all levels. The core of change management is that the process of change improves the organizational effectiveness and the outcomes of change can be managed and influenced \citep{Bur14,Caw12}. A big part of change management research involves change \textit{leadership}. Change leadership explores the impact of leaders on the (successful) implementation of change \citep{Hig11}.
267
268Confusingly, change management is also concerned with the \textit{implementation} of change; change literature addresses the complexity of the change process and the role of leaders in change implementation activities \citep{Bat10}. However, as identified by \citet[p. 5]{Mar04} "organizational change management has very little to say about how IT alters the problem of organizational change". Technological implementations have a great impact on the users, processes and organizational performances \citep{Mar04}. 
269
270In line with the above views the concepts in this study are conceptualized as follows. {\color{dark-red}Change management ..} . Change leadership; the behaviors of {\color{dark-red}direct supervisors} aimed at framing, shaping and implementing organizational change \citep{Hig10}. IT implementation; "the dynamic process of mutual adaptation between the technology and its environment" \citep[p. 252]{Leo88}
271
272
273\section{Change management}
274
275- ELABORATE ONE CHANGE MANAGEMENT LITERATURE \\ 
276- ELABORATE ON TECHNOCHANGE \\
277- BRIDGE TO IS IMPLEMENTATION? \\
278
279Theories on change management. 
280The literature on change management offers many different theories and ideas on the implementation of change, of which some strongly disagree about the nature and pace of change that organizations experience \citep{Bur14}. For example, \citet{Buc92} classification of  incremental change to radical change, \citet{Pet92} classification between operational change and strategic change in order to distinguish between scale and importance of change, \citet{Bee00} introduce Theory E, and \citet{Kot96} argues that organizations need to be continuously transform themselves. Though the classification between Planned and Emergent change  is the dominant way in change literature \citep{Bur14,Kui14}. 
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282The original purpose of Planned change was to focus on improving the effectiveness of the human side of the organization. However, over time the focus has shifted to Organization Development (OD) with a focus organizational transformation instead of group behavior. The implementation of change is planned, in the sense that the organization identifies an area where change is required and undertakes a process to evaluate and bring change \citep{Bur14}. Therefore, this approach emphasizes "the top-down dissemination of information to tell employees about the change and are delivered in such a way so as to tell them on why they should be committed to implementing it" \citep[p. 200]{Rus08} In planned change the role of leadership is that of the dominant driver and creator of change. 
283
284The Emergent approach came as a reaction to the Planned approach of change, due to the unpredictable nature of change. "The Emergent approach starts from the assumption that change is not a linear process, but a continuous, open-ended, cumulative and unpredictable process of aligning and re-aligning an organization to its changing environment" \citep[p. 364]{Bur14}. The Emergent approach uses involving and empowering methods to gain insights (e.g. perceptions, suggestions, proposals) of various stakeholders to shape the change process. Employees are seen as active participants in the change process \citep{Rus08}. The role of leadership is mostly seen that of facilitator.
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286As identified by \citet{Bur14} neither approach can be considered effective for all situations and all types of change. \citet{Kot96} identifies that the overall direction of change is decided by senior managers, while its implementation is executed in a collaborative way by managers and employees at all levels. 
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288IT enabled change
289
290
291Information system (IS) change is concerned with generating a deliberate change to an organization’s technical and organizational subsystems that deal with information (Swanson, 1994). (LYYTEN) 
292
293Change management projects involving new IT fail for reasons unrelated to technical feasibility and reliability. Markus and Benjamin (1991) argue that IT is an enabling technology it cannot by itself create change. 
294
295Some academics argue that
296although IT is an enabling technology it cannot by itself create organisational change (Markus and
297Benjamin 1997; McKersie and Walton 1991). 
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312
313\section{IS implementation}
314The implementation of technologies is a critical and challenging phase. As defined by \citet[p. 252]{Leo88} "implementation is a dynamic process of mutual adaptation between the technology and its environment". Innovations do not only change the existing organizational positioning, but they also transform the structure, business processes and practice of the organization \citep{Leo88,Mar04}. There are several theories and frameworks that explain the implementation process \citep{Nil15}. 
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316
317
318Most literature relevant to implementation issues look at what can be done to the technology to adjust it to its environment, or what is done to the organization and the technology. (LEO) 
319
320-Therefore, this paper takes a deliberately cross-displinary stance in suggesting that initial implementation of technical innovations is best viewed as a process of mutual adaptation i.e., the re-invention of the technoiogy and the simuita- neous adaptation of the organization. Such (LEO)
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322Findings offered strongsupport for the premise that effective implementation isassociated with better outcomes. (BURLAK)
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324
325Even when the IT solutions are good, they may not be integrated into good technochange solutions, and they may not be introduced into the organization well. Successful technochange is not just good IT project management or good organizational change management (or both to- gether). (MARKUS)
326
327Implementation research aims to guide the process of converting theory into practice and to understand/explain what affects implementation outcomes \citep{Nil15}.     
328
329
330
331> elaborate on implementation theories? 
332There are several theories and frameworks that explain the implementation process \citep{Nil15}. 
333	- Ecological framework for understanding effective implementation
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341According to \citep{Saw16} the unilateral approach is more appropriate for techno-structural change. "Advocates of the unilateral approach believe that if one first changes systems and structures, forcing behavioral changes, that action will in turn produce changes in attitudes and beliefs over time" [p. 305]. However, the unilateral approach might be risky, because when implementation lacks sensitivity, stakeholders may feel that their perspectives and concerns have been ignored. "The success of change is enhances when people understand what it entails, why it is being undertaken, what the consequences of success and failure are, and why their help is needed and valued [p. 308]
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345
346ronted with the need to implement organizational changes. However, the processes through which organizational change in public organizations come about have received relatively little attention in academic research
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357
358\subsection{Context in implementation research} > VB KUIPERS VOOR CONTEXT 
359The context of implementation is becoming more widely acknowledged as an important concept in understanding and explaining implementation \citep{Nil15}. Although researchers agree that context is a critically important concept, they do not agree on how context should be interpreted, or in what ways it is manifested \citep{Nil15,Dop08}. As described by \citet[p. 213]{Dop08} "context is an important, but poorly understood mediator of change and innovation". Therefore, it lacks a clear unified definition. Still, according to \citet[p. 7]{Nil15} "context is generally understood as the conditions or surroundings in which something exists or occurs, typically referring to an analytical unit that is higher than the phenomena directly under investigation". The role of context differs among studies. Some view context as the (internal or external) environment in which the change needs to be implemented. Others view context as active and dynamic; as something that affects the implementation process and outcomes \citep{Nil15}. 
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361
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363organizational theories concerning organizational climate, culture and leadership are more applicable for addressing the influence of the context on implementation outcomes 
364
365% Note: HOE ZIE IK CONTEXT, DYNAMISCH OF STATISCH
366
367According to \citet[p. 2]{Kui14} the context "refers to the organization's external and internal environments, such as a changing political environment or the institutionalization of a public organization".
368
369These definitions imply that the context and contextual factors change over time, and factors relevant during one stage of the implementation process might not be relevant in another. 
370
371Therefore, \citep{Dop08} suggest that context should be seen as an active and interacting component in the processes of change and innovation. 
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374
375Change management theory, as a rational-adaptive theory, places significant emphasis
376on both describing and prescribing the process of change implementation, although it tends to lack contextual considerations. Institutional theory, in contrast, provides scholars with frameworks that facilitate rich analysis of the context of change, as well as giving considerable attention to actors and their power. At the same time, the implementation processes within organizations subject to these institutional changes remain underempha- sized. In addition, we observe reforms and sector changes being described as top-down, planned change, i.e. changes that are ‘made to’ organizations rather than changes made by and within organizations. (KUIPERS, OOK GEREFEREERD NAAR DOOR VOET) 
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379 Several authors have suggested that the specific context of public organizations may have consequences for the management organizational change (Burnes, 2009; Coram and Burnes, 2001; Isett, Glied, Sparer, and Brown, 2012; McNulty and Ferlie, 2004), but there is little empirical evidence concerning this issue. (VOET)
380
381However, recent studies have suggested that the specific context of public organizations may have consequences for the management organizational change. (VOET) 
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383 Change management research has addressed the role of contextual factors during organizational change (Armenakis and Bedeian, 1999; Pettigrew, Ferlie, and McKee, 1992; Pettigrew, Woodman, and Cameron, 2001), but not the specific contextual characteristics of public organizations (Kuipers et al., 2013).(VOET)
384
385In recent years, several studies have investigated the influence of contextual factors on the outcomes of organizational change (e.g. Devos, Buelens, and Bouckenooghe, 2007; Rafferty and Restubog, 2009; Self et al., 2007). Several authors point out the relevance of organizational structure as a relevant contextual factor during organizational change. (VOET)
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387
388This article presents a reviewof the recent literature on changemanagement in public organizations and sets out to explore the extent towhich this literature has responded to earlier critiques regarding the lack of (public) contextual factors. (KUIPERS) 
389
390In either case, empirical research is needed to study how and the extent to which the use of implementation theories, models and frameworks contributes to more effective implementation and under what contextual conditions or circumstances they apply (and do not apply).  (NILSEN)
391
392
393\section{Change leadership}
394Many change management studies highlight leadership as an important factor on the outcome of organizational change \citep{Bor02,Bur14, Hig11,Hig10,Hig05,Bat10}. (KOTTER, 1996?) In change leadership research the role of senior management is often emphasized (KOTTER, 1996). Senior management frequently initiates the organizational change and the goal formation, while the lower level management is responsible for the actual implementation of change (BURKE, 2010) \citep{Bur14,Voe13,Nie13,Hig11,Bat10}.
395
396
397
398> ELABORATE MORE ON LOWER LEVEL MANAGEMENT? 
399
400It is difficult to define leadership, due to the different theories and ideas that have emerged the last 100 years \citep{Bur14}. "What we have is a fragmented and confusing picture, with each theory or nostrum seeking to outpoint the others" \citep[p. 504]{Bur14}. (KOTTER, 1996) identifies that in change management literature there are many models on how change leaders contribute to the implementation of change. According to (VOET, 2016)..  leadership models differ in emphasis but they are similar in the sense that they focus on formulating a change vision, communication, empowering employees, and consolidating the change. \citet{Bur14} groups change leadership theories in three categories with each a different focus: 
401
402\begin{itemize}[noitemsep]
403	\item The characteristics of the leader
404	\item The leader-follower situation
405	\item The contextual approach by relating leadership and management styles to the overall organization context and climate \citep[p. 504]{Bur14}
406\end{itemize} (ELABORATE MORE ON CATEOGRIES?) 
407
408As IT is becoming an increasingly important factor within organizations, also digital leadership becomes more important \citep{Saw16}. Leadership roles are evolving, because organizations recognize that IT can provide a competitive advantage \citep{Mil15}.  
409
410
411> BRING IN TECHNOLOGY 
412> SUBSECTION ON CHANGE LEADERSHIP IN THIS THESIS? 
413
414
415
416
417However, most studies examine the issues surrounding the intra-organizational processes in change implementation, while the role and behavior of leaders might influence their approach to change and its implementation \citep{Hig11,Bat10}. 
418
419
420
421
422
423
424
425
426
427
428
429
430
431\section{Organizational change in the public sector}
432
433So far this literature review has examined the basic concepts of .. from literature that was derived from both the private and public sector. In this section focus is changed towards the literature concerning .. in the public sector in general, and the barriers that are faced in partial.  
434
435> BRING IN TECHNOCHANGE 
436
437%Optional: \section{The research context}
438
439%-------------------------------------------------------------------------------
440% CHAPTER 3
441%-------------------------------------------------------------------------------
442
443\chapter{Methodology}	
444Lorem  ipsum  dolor  sit  amet,  consectetuer  adipiscing  elit.   Etiam  lobortisfacilisis sem.  Nullam nec mi et neque pharetra sollicitudin.  Praesent imperdietmi nec ante. Donec ullamcorper, felis non sodales. Some very important text .. 
445
446
447They call for more use of qualitative studies to develop further insights into the phenomenon in a wider range of contexts. Given this, in the exploration of the above questions, it was decided to adopt a qualitative approach. In implementing such a study, the procedure adopted by Higgs and Rowland (2005) was followed. Interviews were conducted with leaders in 33 orga- nizations. Each leader was asked to recollect and describe a story relating to a change in he or she had been involved in and played a significant role within his or her organization. (HIGGS AND ROWLAND, 2011)
448
449A case study is carried out when there is a need to understand complex social phenomena, and
450hence this paper takes a qualitative approach in a case study form. 
451
452\section{Paragraph}
453Lorem  ipsum  dolor  sit  amet,  consectetuer  adipiscing  elit.   Etiam  lobortisfacilisis sem.  Nullam nec mi et neque pharetra sollicitudin.  Praesent imperdietmi nec ante. Donec ullamcorper, felis non sodales. Some very important text .. 
454
455\newpage
456
457%-------------------------------------------------------------------------------
458% REFERENCES
459%-------------------------------------------------------------------------------
460
461% Example text for references 
462Here are some natbib examples. You can cite examples using the citation key \citep{TM83} in your .bib file. (On writeLaTeX, you can access the .bib file via the Project menu.) There are commands for in-text citations, like \citet{GMP81}. And you can pass an option to specify additional details, such as a page or chapter number, as an option \citep[p. 130]{Ful83}.
463
464\newpage
465\renewcommand\bibname{References}
466\addcontentsline{toc}{chapter}{References}
467\bibliographystyle{plainnat} % or try abbrvnat or unsrtnat or plainnat
468\bibliography{example} % refers to example.bib
469
470
471
472
473
474%-------------------------------------------------------------------------------
475% APPENDICES
476%-------------------------------------------------------------------------------
477
478\newpage
479\begin{appendices}
480
481% TABLE RESEARCH QUESTIONS -----------------------------------------------------
482
483
484\begin{landscape}
485\chapter{Overview Research Questions from literature}\label{app:RQ}
486
487    \begin{longtable}{p{1cm} p{7.0cm} p{3.5cm} p{11.5cm}}
488		%\begin{center}        
489\textbf{Number} 	&	\textbf{Title} 	&	\textbf{Writer and year} 	&	\textbf{Research Question} \\ \hline 
490
491\rowcolor{light-gray} 	
492	1	&	Adaptation to Information Technology: A Holistic Nomological Network from Implementation to Job Outcomes 	&	H. Bala and V. Venkatesh, 2016	&	How do employees adapt to a new IT that brings such changes and disruptions, what explains these adaptation behaviors, and what consequences do these behaviors have for employees? 	\\
493    
494	2	&	Managerial fads and fashions: The diffusion and rejection of innovation 	&	E. Abrahamson, 1991 	&	When and by what process are technically inefficient innovations diffused or efficient innovations rejected?	\\
495		&		&		&	How might fads or fashions harm organizations? 	\\
496        
497\rowcolor{light-gray} 	
498	3	&	The challenges of implementing "Vanilla" versions of enterprise systems 	&	C. Soh and S.K. Sia, 2005	&	How can organizations identify package-organization misalignments early? 	\\
499\rowcolor{light-gray} 		&		&		&	When should organizations align by modifying the package and when by changing their organization? 	\\
500
501	4	&	A Multilevel Model of Resistance to Information Technology Implementation	&	L. Lapointe and S. Rivard, 2005	&	Adopting the premise that "better theories of resistance will lead to better implementation strategies and, hopefully, to better outcomes", our study follows in the steps of these earlier efforts.	\\
502		&		&		&	To better explain resistance to information technology implementation.	\\
503
504\rowcolor{light-gray} 	
505	5	&	Using Technology and Constituting Structures: A Practice Lens for Studying Technology in Organizations 	&	W. J. Orlikowski, 2000	&	Understand the notions of innovation, learning, and improvisation and the organizational implications of new technologies 	\\
506    
507	6	&	Explaining information systems change: a punctuated socio-technical change model 	&	K. Lyytinen and M. Newman, 2008 	&	How can you explain complex change with reasonable accuracy and generalizability, but, yet, render these explanations simple enough? 	\\
508		&		&		&	In this essay we asked three questions: (1) what is the scope of IS change and how to describe organization and properties of systems that are involved in IS change?, (2) what is the nature of the change in systems associated with IS change?, and (3) what is the content and engine of these changes and how do they work as a socio- technical phenomenon? 	\\
509        
510\rowcolor{light-gray} 	
511	7	&	Technochange management: using IT to drive organizational change 	&	M. L. Markus, 2004	&	This paper is about technochange and the deliberate technochange management strategy of using IT to drive organizational change. 	\\
512\rowcolor{light-gray} 		&		&		&	Technochange: unintended outcome or deliberate strategy? 	\\
513
514	8	&	Technological Embeddedness and Organizational Change 	&	O. Volkoff, D. M. Strong and M. B. Elmes, 2007	&	How does technology mediate organizational change? 	\\
515    
516\rowcolor{light-gray} 	
517	9	&	Local assimilation of an enterprise system: Situated learning by means of familiarity pockets 	&	Y. Yamauchi and E. B. Swanson, 2010	&	This learning process has been termed “assimilation” to suggest that the system and its use must eventually be fused into everyday work practices and routines. But how is such learning accomplished, and what is it that is actually learned, in particular for systems as complex as enterprise systems? 	\\
518    
519	10	&	From Use to Effective Use: A Representation Theory Perspective	&	A. Burton-Jones and C. Grange, 2013	&	We ask what is an information system and what does this imply for what effective use involves, and what drives it? 	\\
520    
521\rowcolor{light-gray} 	
522	11	&	Encouraging innovation in the public sector 	&	S. Borins, 2001	&	There are change factors affecting organizations everywhere - advances in information technology, changes in the nature and preferences of the workforce, more demanding customers, and increased global competition - and citizens expect a public sector that can transform itself in response. The question is, how can the public sector be made to do so? 	\\
523    
524	12	&	Leadership and innovation in the public sector 	&	S. Borins, 2002	&	Explore the relationship between leadership and innovation in the public sector. 	\\
525		&		&		&	Who leads innovations? Do innovations create leadership capacity for the public sector? How do leaders exercising formal authority react to innovations? What climate do they create for potential innovators? 	\\
526        
527\rowcolor{light-gray} 	
528	13	&	Comparing Public and Private Sector Employees’ Innovative Behaviour: Understanding the role of job and organizational characteristics, job types, and subsectors 	&	R. Bysted and J. Rosenberg Hansen, 2013	&	How does sector affiliation explain differences in the innovative behaviour of employees? 	\\
529    
530	14	&	An Empirical Evaluation of Innovation Types and Organizational and Environmental Characteristics: Towards a Configuration Framework	&	R. M. Walker, 2008	&	Distinguishing between innovation types is an essential condition to understand the adoption of innovation; however, it is not sufficient. 	\\
531		&		&		&	If innovation is based on continuous incremental activity, then it is necessary to consider the complementary relationships between different types of innovation.	\\
532
533\rowcolor{light-gray} 	
534	15	&	The social shaping of technology 	&	R. Williams and D. Edge, 1996	&	What constitutes social shaping research? What are the differences within SST? What is the relationship between SST and other areas of social analysis of technology? 	\\
535    
536	16	&	Enhanced Use of IT: A New Perspective on Post-Adoption	&	F. F. Bagayogo, L. Lapointe and G. Bassellier, 2014	&	How do users apply IT in novel ways by changing how they use IT features? 	\\
537
538\rowcolor{light-gray} 	
539	17	&	Management innovation 	&	J. Birkinshaw, G. Hamel and M. J. Mol, 2008	&	We address two specific questions. First, what is management innovation? How can we define management innovation in a useful and rigorous way that emphasizes its distinctiveness? Second, and building on the first question, what are the processes through which management innovation comes about?	\\
540    
541	18	&	Service innovation: a service-dominant logic perspective 	&	R. F. Lusch and S. Nambisan, 2015 	&	Perhaps the distinction between “service innovation” and “product (goods) innovation” is no longer relevant, since from the S-D perspective all product innovations are service innovations perspective all product innovations are service innovations. Such a broadened and transcending view of service innovation—centered on both tangible and intangible market offerings—is timely as the digital era moves away from G-D logic.	\\
542
543\rowcolor{light-gray} 	
544	19	&	Innovative IT climates: CIO perspectives 	&	S. Watts and J. C. Henderson, 2005 	&	CIOs and IT managers need to be able to drive innovation within their IT organizations and throughout the business. This research investigates innovative CIOs—their values, aspirations, and actions—by applying organizational climate theory to a model for investigating innovative CIO practices.	\\
545    
546	20	&	Keeping Up with IT Strategy in a World of Constant Business Change 	&	M. Milovich Jr., 2015 	&	Given the constantly changing landscape, is it possible to define a common strategic role for information systems (IS) leadership? 	\\
547
548\rowcolor{light-gray} 	
549	21	&	Reconsidering Communication and the Discursive Politics of Organizational Change 	&	J. G. McClellan, 2011	&	Why does change fail?, and What can we do about it? 	\\
550    
551	22	&	Options for Formulating a Digital Transformation Strategy 	&	T. Hess, C. Matt, A. Benlian and F. Wiesbock, 2016 	&	The question is no longer when companies need to make digital transformation a strategic priority - this tipping point has passed - but how embrace it and use it as a competitive advantage. 	\\
552    
553\rowcolor{light-gray} 	
554	23	&	Organizational Change and Characteristics of Leadership Effectiveness	&	A. Gilley, H. S. McMillan and W. Gilley, 2009	&	We extend previous research on organizational change by investigating the interrelationship of leader behaviors and change. 	\\
555    
556	24	&	What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders	&	M. Higgs and D. Rowland, 2011	&	The impact of context on the manner in which learning from change research and theory is applied in practice has also been highlighted in other recent research.	\\
557    
558\rowcolor{light-gray} 	
559	25	&	Review Article: How can we make organizational interventions work? Employees and line managers as actively crafting interventions	&	K. Nielsen, 2013	&	If organizational intervention researchers follow the current evaluation frameworks they may miss out on the important information obtained through the state of the art of organizational interventions − how employees and line managers shape the intervention process and content and thus the ability of the intervention to improve employee health and well-being. 	\\
560\rowcolor{light-gray} 		&		&		&	Understand how and why employees and line managers shape the intervention process and content and subsequently influence intervention outcomes.	\\
561
562	26	&	Making sense of implementation theories, models and frameworks	&	P. Nilsen, 2015	&	There are now so many theoretical approaches in implementation science that some researchers have complained about the difficulties of choosing the most appropriate. This article seeks to further implementation science by providing a narrative review of the theories, models and frameworks applied in this research field.	\\
563
564\rowcolor{light-gray} 	
565	27	&	Implementation as mutual adaptation of technology and organization	&	D. Leonard-Barton, 1988	&	The process of initial implementation is placed under the microscope in order to understand better its dynamics - the mutual adaptation that occurs between technology and user environment as developers and users strive to wring productivity increases from the innovation to benefit the whole organization.	\\
566    
567	28	&	How Lego Built the Foundations and Enterprise Capabilities for Digital Leadership 	&	E. Sawy, O. A. Amsinck, H. Kræmmergaard, P. Vinther and A. Lerbech, 2016 	&	There is, as yet, no common consensus on the operational aspects of digital leadership. However, there are six foundational building blocks of strategy and organization that will have to change when implementing a successful digitalization strategy. 	\\ 
568    
569\rowcolor{light-gray} 	
570	29	&	The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure 	&	J. van der Voet, 2013	&	How is the effectiveness of transformational leadership behavior of direct supervisors in planned and emergent change affected by a bureaucratic organizational structure? 	\\
571    
572	30	&	All changes great and small: Exploring approaches to change and its leadership 	&	M. Higgs and D.Rowland, 2005	&	What approach to change management is likely to be most effective in today’s business environment? 	\\
573		&		&		&	What leadership behaviours tend to be associated with effective change management?	\\
574		&		&		&	Are leadership behaviours related to the underlying assumptions within different approaches to change? 	\\
575
576\rowcolor{light-gray} 	
577	31	&	Emperors With Clothes On: The Role of Self- awareness in Developing Effective Change Leadership 	&	M. Higgs and D.Rowland, 2010	&	What tends to happen to change initiatives when leaders are either blind to, or fail to challenge, the current organizational systems (both the legitimate and shadow systems)? 	\\
578\rowcolor{light-gray} 		&		&		&	To what extent is a leader’s self-awareness an important enabler of the ability to challenge current systems and to incorporate this challenge process into their behaviors and practices? 	\\
579\rowcolor{light-gray} 		&		&		&	How can leaders work in a way that does challenge the established systems and thus moves the change forward? 	\\
580	
581    32	&	Leadership competencies for implementing planned organizational change 	&	J. Battilana, M. Gilmartin, M. Sengul, A. Pache, J. A. Alexander, 2010	&	We argue that managers' likelihood to emphasize the different activities involved in planned organizational change implementation varies with their mix of leadership competencies. 	\\
582
583\rowcolor{light-gray} 	
584	33	&	The management of change in public organizations: A literature review 	&	B.S. Kuipers, M. Higgs, W. Kickert, L. Tummers, J. Grandia and J. van der Voet, 2014	&	How has change management in the public sector been studied over the past decade? 	\\
585\rowcolor{light-gray} 		&		&		&	What gaps exist in this literature that could form the basis for a future research agenda?	\\
586	
587    34	&	Open innovation in the public sector of leading countries 	&	S. M. Lee, T. Hwang and D. Choi, 2012 	&	This study investigates the current open innovation policies after public sector in leading countries. 	\\    
588\hline 
589
590
591\caption{Overview Research Questions from literature.} 
592	%\end{center}
593\end{longtable}
594\end{landscape}
595
596
597% TABLE SCIENTIFIC RATIONALE -----------------------------------------------------
598
599
600\newpage
601\begin{landscape}
602\chapter{Overview Scientific Rationale from literature} \label{app:SR}
603
604
605	\begin{longtable}{p{1cm} p{6.0cm} p{3.5cm} p{12.5cm}}
606
607	\textbf{Number}	&	\textbf{Title} 	&	\textbf{Writer and year} 	&	\textbf{Scientific Rationale} 	\\ \hline
608
609\rowcolor{light-gray} 	
610	1	&	Adaptation to Information Technology: A Holistic Nomological Network from Implementation to Job Outcomes 	&	H. Bala and V. Venkatesh, 2016	&	Although prior research has provided rich insights on individuals’ IT use, adaptation processes, and strategies, there has been limited understanding of specific adaptation behaviors that individuals undertake to cope with an IT, and the antecedents and consequences of these behaviors. To address this important gap, we develop and test a model of technology adaptation that incorporates four technology adaptation behaviors.	\\
611	
612    2	&	Managerial fads and fashions: The diffusion and rejection of innovation 	&	E. Abrahamson, 1991 	&	Reviews indicate that the dominant perspective in the diffusion of innovation literature contains proinnovation biases which suggest that innovations and the diffusion of innovations will benefit adopters. This article argues that a skeptical view has emerged, that it requires researchers' serious attention, and that this attention requires expanding the focus of the innovation-diffusion literature.	\\
613    
614\rowcolor{light-gray} 	
615	3	&	The challenges of implementing "Vanilla" versions of enterprise systems 	&	C. Soh and S.K. Sia, 2005	&	Misalignments between enterprise systems package and organization are often identified fairly late in implementation, and then not appropriately managed.  Organizations need to carefully consider such issues to assess their ES implementation risks	\\
616    
617	4	&	A Multilevel Model of Resistance to Information Technology Implementation	&	L. Lapointe and S. Rivard, 2005	&	While most literature acknowledges the importance of resistance in relation to implementation, most treat it as a black box. 	\\
618		&		&		&	Considering the relatively scarce prior research and theorizing with respect to resistance in the IT literature, the contribution of our model will be to shed light on the multilevel and evolutionary nature of the resistance phenomenon. 	\\
619
620\rowcolor{light-gray} 	
621	5	&	Using Technology and Constituting Structures: A Practice Lens for Studying Technology in Organizations 	&	W. J. Orlikowski, 2000	&	These notions are less able to account effectively for ongoing changes in both technologies and their use. This insufficiency is particularly acute in the context of internet worked and reconfigurable technology, the use of which is becoming increasingly prevalent in organizations today. \\	
622\rowcolor{light-gray} 		&		&		&	This paper continues the development of concepts that address the role of emergence and improvisation in technology and technology use, and in particular, seeks to extend the structurational perspective in this direction. 	\\
623	
624    6	&	Explaining information systems change: a punctuated socio-technical change model 	&	K. Lyytinen and M. Newman, 2008 	&	When the change is seen as a process and gets white-boxed, it still separates technical and social change, and view both in a cumulative fashion. They therefore miss the drama that characterizes most IS change processe. When richer socio-theoretical or socio-technical frameworks like structuration theory or social shaping of technologies have been adopted to account for the change, these accounts rarely view it in non-linear terms. They do not draw on explicit process theories in explaining the change.	\\
625		&		&		&	Currently, there is too little research on the dynamics of IS change that utilizes simultaneously ideas of incremental and punctuated change and multi-level view of change. 	\\
626
627\rowcolor{light-gray} 	
628	7	&	Technochange management: using IT to drive organizational change 	&	M. L. Markus, 2004	&	Organizational change management has very little to say about how IT alters the problem of organizational change. Much of the extensive literature on how to change organizational behavior does not even mention IT. Although organizational change management activities can play a very helpful role in successful technochange, they are not sufficient, because they do not address the unique aspects of IT-driven organizational change.	\\
629\rowcolor{light-gray} 		&		&		&	It is vitally important for both business managers and IT specialists to understand the dynamics of technochange and how to manage it well. 	\\
630	
631    8	&	Technological Embeddedness and Organizational Change 	&	O. Volkoff, D. M. Strong and M. B. Elmes, 2007	&	While various theories have been proposed to explain how technology leads to organizational change, in general they have focused either on the technology and ignored the influence of human agency, or on social interaction and ignored the technology. In this paper, we propose a new theory of technology-mediated organizational change that bridges these two extremes. 	\\
632
633\rowcolor{light-gray} 	
634	9	&	Local assimilation of an enterprise system: Situated learning by means of familiarity pockets 	&	Y. Yamauchi and E. B. Swanson, 2010	&	The firm and its workers must over time and across functions and locations gain familiarity, knowledge and new capabilities from use and assimilation of the system such that enterprise value is actually achieved. Interestingly, this enterprise system challenge, has to date received comparatively little attention from researchers, insofar as helping us understand the underlying learning proces	\\
635\rowcolor{light-gray} 		&		&		&	Local assimilation of enterprise systems apparently entails learning to live with something that remains at something of a distance, unrevealed in its broader aspects, even as comfort, if not mastery, is gained in its presence. Thus, relative to other recent research, we describe a rather different kind of situated learning and its ramifications. 	\\
636	
637    10	&	From Use to Effective Use: A Representation Theory Perspective	&	A. Burton-Jones and C. Grange, 2013	&	However, despite a great deal of research on when and why systems are used, very little research has examined what effective system use involves and what drives it. To move from use to effective use requires understanding an information system’s nature and purpose, which in turn requires a theory of information systems. 	\\
638		&		&		&	In this article, we show that the concept of effective use is, in fact, quite complex. Moreover, it is extremely under researched. 	\\
639        
640\rowcolor{light-gray} 	
641	11	&	Encouraging innovation in the public sector 	&	S. Borins, 2001	&	On the other hand, the consequences of unsuccessful innovation are grave. The media and the opposition parties are always eager to expose public sector failures and pillory the public servants involved, with potentially disastrous effects on their careers. Stringent central agency controls put in place to minimize corruption and ensure due process also constrain the innovativeness of public servants. These asymmetric incentives make the public sector a far less fertile ground for innovation than the private sector. And they further compound the problem by leading to adverse selection, that is innovative individuals rejecting careers in the public sector. 	\\
642\rowcolor{light-gray} 		&		&		&	There are change factors affecting organizations everywhere - advances in information technology, changes in the nature and preferences of the workforce, more demanding customers, and increased global competition - and citizens expect a public sector that can transform itself in response.	\\
643
644	12	&	Leadership and innovation in the public sector 	&	S. Borins, 2002	&	The conventional wisdom regarding the public sector is that public sector innovation is a virtual oxymoron. In recent years this conventional wisdom has been questioned. The public sector has faced challenges - such as driving down costs to reduce the debt burden - and opportunities - such as applying information technology - that have forced it to innovate. 	\\
645		&		&		&	Public management innovation has become a subject of considerable academic interest. 	\\
646        
647\rowcolor{light-gray} 	
648	13	&	Comparing Public and Private Sector Employees’ Innovative Behaviour: Understanding the role of job and organizational characteristics, job types, and subsectors 	&	R. Bysted and J. Rosenberg Hansen, 2013	&	The literature focuses on public sector innovation at policy level, organization level, programme level, and project level. Yet, there is very little research on individuals’ innovative behaviour in public organizations. 	\\
649\rowcolor{light-gray} 		&		&		&	This article attempts to understand differences in innovative behaviour induced by the sector affiliation of employees. It adds insights to the individual level of analysis. 	\\
650	
651    14	&	An Empirical Evaluation of Innovation Types and Organizational and Environmental Characteristics: Towards a Configuration Framework	&	R. M. Walker, 2008	&	The drivers of the study are twofold: prior research has not adequately addressed how organizational and environmental antecedents may vary by innovation type, and the impact of complementary relationships between innovation types has not been systematically estimated in public organizations. 	\\
652		&		&		&	Evidence clearly demonstrates that innovation is within the grasp of managers in public organizations. The evidence base, although growing, remains limited and it is therefore necessary for scholars to develop more knowledge about the nature of public services innovation. 	\\
653		&		&		&	This article seeks to extend prior studies by including organizational and environmental antecedents together with an examination of complementary relationships between innovation types in a multivariate analysis.	\\
654
655\rowcolor{light-gray} 	
656	15	&	The social shaping of technology 	&	R. Williams and D. Edge, 1996	&	This paper reviews the body of research that addresses 'the social shaping of technology' (SST). In contrast to traditional approaches which only addressed the outcomes or 'impacts' of technological change, this work examines the content of technology and the particular processes involved in innovation.	\\
657	
658    16	&	Enhanced Use of IT: A New Perspective on Post-Adoption	&	F. F. Bagayogo, L. Lapointe and G. Bassellier, 2014	&	A major problem confronting organizations is that they make large investments in information technologies (IT) that, in many cases, under perform following adoption because their features are underutilized. In information systems (IS) research, there is a need to develop a better understanding of the process by which individuals make new use of IT features. 	\\
659		&		&		&	However, since the fate of technology use is not sealed at time of adoption, there is a rising need in IS research to take a closer look at post-adoption IT use 	\\
660		&		&		&	This underutilized IT potential stems from the fact that “users employ quite narrow feature breadths, operate at low levels of feature use, and rarely initiate technology—or task-related extensions of the available features”. Most of the models used in IT adoption research employ a lean conceptualization of use and do not go beyond studying initial use; many only consider intention to use. As a result, the literature provides few rich conceptualizations of the IT use construct; the exceptions are the development of the construct of IS use-related activity (ISURA) and effective use . 	\\
661        
662\rowcolor{light-gray} 	
663	17	&	Management innovation 	&	J. Birkinshaw, G. Hamel and M. J. Mol, 2008	&	Focus on the underresearched management innovation and the processes through which it occurs by providing a systematic and grounded process theory. 	\\
664	
665    18	&	Service innovation: a service-dominant logic perspective 	&	R. F. Lusch and S. Nambisan, 2015 	&	The theme of this special issue, “Service Innovation in the Digital Age,” suggests the need for a broader conceptualization of service and the development of new ideas and frameworks to explain the potential impact of IT capabilities on how people experience and innovate with service.	\\
666
667\rowcolor{light-gray} 	
668	19	&	Innovative IT climates: CIO perspectives 	&	S. Watts and J. C. Henderson, 2005 	&	The confluence of these two forces - the strategic importance of innovation to the firm, and the critical role that IT can play in driving business innovation—underscores the importance to CIOs of fostering innovation. CIOs and IT managers need to be able to drive innovation within their IT organizations and throughout the business. 	\\
669	
670    20	&	Keeping Up with IT Strategy in a World of Constant Business Change 	&	M. Milovich Jr., 2015 	&	The author interviewed Phil Weinzimer to capture his experience on the technology demands of business. The interview focused on the key leadership actions for enabling business success, leveraging IT, developing competencies and partnering for competitiveness that should be demonstrated by a strategic CIO.	\\
671    
672\rowcolor{light-gray} 	
673	21	&	Reconsidering Communication and the Discursive Politics of Organizational Change 	&	J. G. McClellan, 2011	&	On one hand, organizational change is deemed necessary for succeeding in new economies yet on the other hand, many find organizational change surprisingly unsuccessful. While those promoting change typically argue for a need to adapt to amore complex business environment, those concerned with outcomes argue that change is too costly, with change leaders failing to account for the complexities of change, resistance, or other challenges. As such, those studying or practising organizational change are in a bind - change is a necessary, yet unsuccessful, practice.	\\
674	
675    22	&	Options for Formulating a Digital Transformation Strategy 	&	T. Hess, C. Matt, A. Benlian and F. Wiesbock, 2016 	&	At present, managers often lack clarity about the different options and elements they need to consider in their digital transformation endeavors. As a consequence, they risk failing to consider important elements of digital transformation or disregarding solutions that are more favorable to their firms’ specific situations, which could have unintended adverse consequences.	\\
676		&		&		&	Recent work in academia has been largely concerned with providing guidance on certain aspects of digital transformation; it has not addressed a holistic approach to the development of a company-wide digital transformation strategy.	\\
677        
678\rowcolor{light-gray} 	
679	23	&	Organizational Change and Characteristics of Leadership Effectiveness	&	A. Gilley, H. S. McMillan and J. W. Gilley, 2009	&	Leaders and managers are responsible for change strategy, implementation, and monitoring, thus they function as change agents. As a result, the challenge of managing change is one of the most fundamental and enduring roles of leaders, whereas the rapidly accelerating pace of organizational change has made effective leadership imperative. 	\\
680\rowcolor{light-gray} 		&		&		&	Research has attempted to explain the fundamentals of change, explain why change is so difficult to achieve, and develop models to manage the change process. Despite these attempts leaders continue to lack a clear understanding of change, its antecedents, effective processes, or the ability to successfully engage organizational members in change initiatives. 	\\
681	
682    24	&	What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders	&	M. Higgs and D. Rowland, 2011	&	An increasing number of researchers are proposing higher levels of engagement with those who are practicing management and leadership in organizations with the research process and employing real experiences as the source of empirical data. 	\\
683		&		&		&	Although a number of studies have begun to address these issues, few have provided data drawn from samples that cover a range of organizations. 	\\
684        
685\rowcolor{light-gray} 	
686	25	&	Review Article: How can we make organizational interventions work? Employees and line managers as actively crafting interventions	&	K. Nielsen, 2013	&	The RCT model has been found to be inadequate in organizational intervention research as both individual psychological factors and the social context have been found to influence an intervention’s ability to improve employee health and well-being. 	\\
687\rowcolor{light-gray} 		&		&		&	In recent reviews, scholars have challenged the reliance on the RCT design on its own to determine the effects on employee health and well-being, suggesting that psychological and social processes should be taken into account when evaluating the effects of organizational interventions on employee health and well-being, thereby reflecting a shift to the biopsychosocial model.	\\
688	
689    26	&	Making sense of implementation theories, models and frameworks	&	P. Nilsen, 2015	&	The last decade of implementation science has seen wider recognition of the need to establish the theoretical bases of implementation and strategies to facilitate implementation. There is mounting interest in the use of theories, models and frameworks to gain insights into the mechanisms by which implementation is more likely to succeed. Implementation studies now apply theories borrowed from disciplines such as psychology, sociology and organizational theory as well as theories, models and frameworks that have emerged from within implementation science. There are now so many theoretical approaches in implementation science that some researchers have complained about the difficulties of choosing the most appropriate	\\
690    
691\rowcolor{light-gray} 	
692	27	&	Implementation as mutual adaptation of technology and organization	&	D. Leonard-Barton, 1988	&	New production technologies are widely recognized as competitive weapons. However,  their implementation is at least challenging  a managerial problem as their invention.The initial implementation stage, that is, the period during which the technology is first removed from its laboratory setting and introduced into the user environment is especially critical. 	\\
693	
694    28	&	How Lego Built the Foundations and Enterprise Capabilities for Digital Leadership 	&	E. Sawy, O. A. Amsinck, H. Kræmmergaard, P. Vinther and A. Lerbech, 2016 	&	Clearly, there is a need for clarity on what is meant by effective digital leadership, what enterprise capabilities it requires and how the foundations of digital leadership can be built and reinforced. 	\\
695    
696\rowcolor{light-gray} 	
697	29	&	The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure 	&	J. van der Voet, 2013	&	Recent studies have questioned to what extent private sector change management techniques are applicable in a public sector context, and have suggested that the differences between the public and private sector could play a role. Several authors have suggested that the specific context of public organizations may have consequences for the management organizational change, but there is little empirical evidence concerning this issue. 	\\
698\rowcolor{light-gray} 		&		&		&	Most studies emphasize the content and context of change, instead of the implementation process. Moreover, Kuipers et al. conclude that many studies did not address the outcomes or success of a change intervention. Although there is substantial evidence that the implementation of organization change often fails, , there is relatively little evidence about how organizational change can be effectively managed in the public sector. 	\\
699	
700    30	&	All changes great and small: Exploring approaches to change and its leadership 	&	M. Higgs and D.Rowland, 2005	&	Although the growing need for change in organizations it is widely acknowledged it is asserted that up to 70 percent of change initiatives fail. While there have been attempts to understand the reasons for failure these have been seen as inconclusive, and a need for further empirical work has been identified. Within the growing literature on change leadership there are assertions that the root cause of many change problems is leadership behaviour. 	\\
701
702\rowcolor{light-gray} 	
70331	&	Emperors With Clothes On: The Role of Self- awareness in Developing Effective Change Leadership 	&	M. Higgs and D.Rowland, 2010	&	In attempting to understand the reasons for change failure it has been argued that research has generally been inadequate in addressing the broader contextual factors involved in the change process. 	\\
704\rowcolor{light-gray} 		&		&		&	While much of the change literature examines the processual issues surrounding change implementation, there is growing interest in the role of leadership in successful change implementation.	\\
705\rowcolor{light-gray} 		&		&		&	Although leaders’ behaviors can impact the effectiveness of change implementation, this cannot happen in the absence of an awareness of the importance of an understanding of the nature and impact of underlying organizational systems 	\\
706\rowcolor{light-gray} 		&		&		&	Leaders need to understand the impact of, and interrelationship between the organizational legitimate and ‘shadow’ systems 	\\
707\rowcolor{light-gray} 		&		&		&	It is important that leaders have a good level of self-awareness that enables them to see that their own mindsets and behaviors may indeed contribute to reinforcing rather than challenging existing systems 	\\
708	
709    32	&	Leadership competencies for implementing planned organizational change 	&	J. Battilana, M. Gilmartin, M. Sengul, A. Pache, J. A. Alexander, 2010	&	Most of the leadership studies that account for the relationship between leadership and change do not, however, account for the complexity of intra-organizational processes, including the complexity of the organizational change implementation process, which involves different activities. That planned organizational change implementation involves different activities in which leadership competencies might play different roles has thus largely been ignored by the leadership literature. In contrast, the literature on organizational change addresses the complexity of the change process,  as well as the role of managers in various change implementation activities. Yet, an implicit common assumption of most of these studies is that change agents already possess the requisite competencies, skills, and abilities to engage in the different change implementation activities.	\\
710
711\rowcolor{light-gray} 	
712	33	&	The management of change in public organizations: A literature review 	&	B.S. Kuipers, M. Higgs, W. Kickert, L. Tummers, J. Grandia and J. van der Voet, 2014	&	Both public administration literature and general management literature report a wide variety of cases of organizational as well as sectoral changes in the public sector, yet a recent literature review on organizational change within the public sector referred to only a few studies that explicitly examined public sector organizations. There still appears to be a gap in the literature on change management specifically regarding the public administration perspective. 	\\
713	
714    34	&	Open innovation in the public sector of leading countries 	&	S. M. Lee, T. Hwang and D. Choi, 2012 	&	Little attention has been paid to the collaborative efforts made by the public sector organisations. 	\\   
715\hline
716
717
718		\caption{Overview Scientific Rationale from literature.} 
719
720\end{longtable}
721\end{landscape}
722
723
724% TABLE FURTHER RESEARCH -----------------------------------------------------
725
726\newpage
727\begin{landscape}
728	\chapter{Overview Further Research from literature.} \label{app:FR}
729	\begin{longtable}{p{1cm} p{6.0cm} p{3.5cm} p{12.5cm}}
730	
731    	\textbf{Number}	&	\textbf{Title} 	&	\textbf{Writer and year} 	&	\textbf{Further research} 	\\ \hline
732        
733\rowcolor{light-gray} 	
734	1	&	Adaptation to Information Technology: A Holistic Nomological Network from Implementation to Job Outcomes 	&	H. Bala and V. Venkatesh, 2016	&	Future research should test our model in other contexts. 	\\
735\rowcolor{light-gray} 		&		&		&	Data were collected in the context of two IT implementations. Although these systems are representative of ITs that organizations typically implement, future research should test our model in the context of other types of ITs used by employees with different roles. 	\\
736\rowcolor{light-gray} 		&		&		&	A potentially interesting research opportunity will be to conduct a field study in which researchers examine changes in cognitive appraisals and adaptation behaviors over time, predictors of such changes, and impacts of such changes on important outcomes using analytical techniques, such as growth modeling 	\\
737\rowcolor{light-gray} 		&		&		&	Several other fruitful research directions can be pursued. An employee may exhibit different adaptation behaviors under different circumstances. Therefore, intraindividual differences in adaptation behaviors can be studied using other methods, such as laboratory experiments and agent-based modeling. Individual characteristics  and network characteristics can influence adaptation behaviors. Further, it is possible that IT and work process characteristics will influence cognitive appraisals and subsequent adaptation behaviors. Finally, there are other important job outcomes that should be studied as outcomes of adaptation. Such work will provide a more comprehensive and integrative understanding of the impacts of an IT implementation on employees’ work life. 	\\
738	
739    2	&	Managerial fads and fashions: The diffusion and rejection of innovation 	&	E. Abrahamson, 1991 	&	N/A	\\
740    
741\rowcolor{light-gray} 	
742	3	&	The challenges of implementing "Vanilla" versions of enterprise systems 	&	C. Soh and S.K. Sia, 2005	&	N/A	\\
743	
744    4	&	A Multilevel Model of Resistance to Information Technology Implementation	&	L. Lapointe and S. Rivard, 2005	&	Adopting a single-level approach, two of the previous models offer an explanation for the increased intensity of resistance behaviors. Joshi's (1991) equity model posits that the stronger perceived threat (inequity), the more likely an individual is to adopt resistance behaviors. Because we were studying resistance at a group level, we did not try to verify this contention.	\\
745		&		&		&	To validate the model, it would be instructive to see how, in similar settings, the resistance of other groups, like nurses, evolves. Also, the model's external validity would be improved by studying the implementation of systems in different settings. 	\\
746        
747\rowcolor{light-gray} 	
748	5	&	Using Technology and Constituting Structures: A Practice Lens for Studying Technology in Organizations 	&	W. J. Orlikowski, 2000	&	Like the six technologies-in-practice, the three types of enactment characterized here are not comprehensive or exhaustive, but suggestive of the kinds of comparisons that may be made across the conditions and consequences associated with people’s use of technologies. In this way, and through further research, a typology of enactment types may be identified that associates recurrent human action with clusters of technologies-in-practice enacted by using specific properties of technologies in specific interpretive and institutional contexts. Examining other kinds of technologies offering different properties to those of Notes would generate further opportunities to study how users draw on different technological conditions to enact particular types of technologies-in-practice with particular social consequences. Similarly, exploring different cultural  and institutional contexts to those studied here would also expand our understanding of how users recurrently structure their use of technologies in different circumstances. Additionally, future research could benefit from attending more carefully to the meanings and emotional attachments that users develop for the technologies they use. Beyond the skepticism displayed by some of the consultants within Alpha, my empirical data did not capture the richness of users’ affective connections with technology. Understanding these attachments and meanings could offer richer explanations for the range of structural responses enacted by users as they engage with technologies in practice.	\\
749    
750	6	&	Explaining information systems change: a punctuated socio-technical change model 	&	K. Lyytinen and M. Newman, 2008 	&	The richness and the theoretical need to also analyze gaps between the levels in a symmetric way is lost. We seek to improve this in the future revisions of the model and its visualization technique. 	\\
751    
752\rowcolor{light-gray} 	
753	7	&	Technochange management: using IT to drive organizational change 	&	M. L. Markus, 2004	&	Achieving significant improvements in organizational functioning and performance is difficult, with or without IT. But it is not impossible. Better solution design skills and better implementation processes can go a long way toward reducing the risks of technochange failure and increasing the benefits possible from technochange success. 	\\
754	
755    8	&	Technological Embeddedness and Organizational Change 	&	O. Volkoff, D. M. Strong and M. B. Elmes, 2007	&	In this paper we develop, rather than test, theory. The next step is to test our theory’s ability to explain technology-mediated organizational change in other organizations and with other technologies, both from a research and practice perspective. 	\\
756		&		&		&	Another avenue for further research is to investigate links between our theory and other organizational theories. In particular, our theory of IT-mediated organizational change might be enriched by considering the extent to which embedding organizational elements in technology requires a shift in the balance between mindful and less mindful behavior. 	\\
757		&		&		&	Finally, we urge researchers who are interested in the technologyorganization nexus to consider using the lens of critical realism, which proved to be an invaluable perspective from which to develop new theory consistent with a grounded theory methodology. 	\\
758        
759\rowcolor{light-gray} 	
760	9	&	Local assimilation of an enterprise system: Situated learning by means of familiarity pockets 	&	Y. Yamauchi and E. B. Swanson, 2010	&	It remains for future research to probe the extent to which our insights have validity beyond the present case. 	\\
761\rowcolor{light-gray} 		&		&		&	The notion of familiarity pocket should be further developed and examined more closely, in terms of its assimilative role. Here we have only introduced the concept; it remains to theorize it more specifically and probe its significance in the post-adoption learning process. Broadly, we need to know more about a pocket's characteristic size and growth pattern, and its interplay with assimilation.	\\
762\rowcolor{light-gray} 		&		&		&	Most importantly, we should further explore the ways in which users' familiarity pockets develop and adapt to each other collectively, through routine interactions. 	\\
763
764	10	&	From Use to Effective Use: A Representation Theory Perspective	&	A. Burton-Jones and C. Grange, 2013	&	Although a detailed integration of representation theory and affordances awaits future research, our initial analysis would suggest that these two theories are very compatible.	\\
765		&		&		&	Extend the way that we considered representations. For example, although information systems offer one form of representation, individuals can use many other types as well, such as paper records, physical artifacts, and human memory. It would be valuable to examine how users choose among different forms of representation, use them in concert, and improve their use of multiple forms over time. In addition, our theory focuses on how users leverage representations themselves, but users can also share representations with others so that others can take informed action. It would be valuable to pursue this idea to extend our research to multiple levels of analysis.	\\
766		&		&		&	Reconsider our assumptions about the nature of representations. Consistent with representation theory, we argued that if a system fails to represent a domain faithfully, users will benefit from adapting the system  so that it more faithfully reflects the domain. A different approach would be to change the domain so that it more faithfully reflects the system.	\\
767		&		&		&	Focus on other elements of our overall framework. For instance, although we focused on the link between “actions” and “consequences,” it would be valuable to consider the links to and from “perceptions.” 	\\
768		&		&		&	Develop suitable measurement instruments. Researchers need instruments to test the relationships in our model, and practitioners need instruments to assess how effectively systems are being used and assess the benefits of interventions to improve effective use .	\\
769		&		&		&	We believe that understanding how to effectively use a system can inform that work too, i.e., in the language of representation theory, research taking an external view can inform research taking an internal view. 	\\
770        
771\rowcolor{light-gray} 	
772	11	&	Encouraging innovation in the public sector 	&	S. Borins, 2001	&	N/A	\\
773	
774    12	&	Leadership and innovation in the public sector 	&	S. Borins, 2002	&	N/A	\\
775    
776\rowcolor{light-gray} 	
777	13	&	Comparing Public and Private Sector Employees’ Innovative Behaviour: Understanding the role of job and organizational characteristics, job types, and subsectors 	&	R. Bysted and J. Rosenberg Hansen, 2013	&	Therefore, future research needs to look into the reasons for the major differences between, for instance, public authority and health care. 	\\
778\rowcolor{light-gray} 		&		&		&	An important issue for future research is to investigate whether our findings can be found in other countries. 	\\
779\rowcolor{light-gray} 		&		&		&	In future, it could also be relevant to look into sector differences in innovation at an organizational level while our study only focuses on individual innovative behaviour. Future research would benefit from measuring actual innovative behaviour or using managers’ evaluations. 	\\
780	
781    14	&	An Empirical Evaluation of Innovation Types and Organizational and Environmental Characteristics: Towards a Configuration Framework	&	R. M. Walker, 2008	&	This finding might reflect the conflict that can arise from seeking to restructure and change the internal organization, while also seeking to put in place a number of boundary-spanning innovations. Although further research is required to develop a clearer understanding of these issues, these findings imply that innovation types may be intertwined in more complex and fine grained ways than has been previously theorized and empirically tested. Future work could theoretically and empirically examine the effect that the degree of focus or commitment on a particular type of innovation has on these relationships; it might be that adoption of different types of innovation does not need to be equal, as prior research has implied. 	\\
782		&		&		&	The results also support the findings of Light (1998) that techniques that promote target setting and link this to organizational goals should be harnessed by organizations that seek to develop new services and user groups. It is possible to speculate that performance management regimes are important because they allow an organization to track and monitor staff through target setting, rather than the use of more formal rules and procedures that are associated with formalization. Additional research is, however, needed to confirm this. 	\\
783		&		&		&	Alternatively, it is possible to speculate that integration may be positively associated with innovation in single-purpose organizations, but not in the multipurpose organizations examined in this study. Additional research is required in different types of public organizations to examine these propositions. 	\\
784		&		&		&	Marketization innovations were associated with mechanistic characteristics, efficiency, and low levels of trust. Here, environments are quite complex with diverse need but low population change, suggesting a population with fewer resources to assist in the process of coproduction of services. Relationships are congruent with service and organization innovations. Prior evidence, and indeed commonly accepted assumptions, suggests that these characteristics explain organizations that either do not innovate or are seeking cost savings. Additional research is required to confirm these findings in other settings; however, these results suggest that perhaps the context and nature of public organizations means that some types of innovations are associated with quite different characteristics and processes, and that these are different to those found in private firms where most evidence has been presented. 	\\
785		&		&		&	Alternative contexts, time periods, research design, and measurement may account for clearer results in this research. 	\\
786		&		&		&	Further empirical work on longitudinal datasets with leads and lags beyond those used in this article might better unpack the relationships between innovation types and offer additional guidance to those charged with managing innovation in public service organizations. While four innovation types have been examined in this article, they do not capture all innovation types, for example no evidence was presented on process technological innovations. It might be that the inclusion of other types of innovations, changes the elationships identified here, and other studies should seek to explore this contention.	\\
787        
788\rowcolor{light-gray} 	
789	15	&	The social shaping of technology 	&	R. Williams and D. Edge, 1996	&	We would include under this heading criticism of SST for its relative neglect of the consumption of technology, and the character and role of markets and culture/ideology in shaping technologies. However, other differences have provoked sharp controversies, which reflect upon the theoretical and policy claims of SST. Their intensity will probably seem surprising, and their relevance may not be clear to those outside the field. However, it may be helpful to attempt the (perilous) task of briefly summarising the key points of cleavage and dispute, and their implications for the theoretical and policy development of SST. 	\\
790\rowcolor{light-gray} 		&		&		&	We have already argued that the key research questions opened up by SST concern the circumstances and manner in which technologies may be 'hard' or 'malleable' to particular social groups. This takes us beyond the dichotomy between technology and society inherent in traditional realism or relativism/idealism, and sees technology as a particular form of social action/structure. Instead models are needed which address the dual character of technologies, not only as 'socialised nature' but also as 'naturalised society'; technologies are at the same time both material and symbolic objects . Addressing these different aspects of technology, rather than reducing one to the other, opens up space to examine how their significance may vary according to the features of the technology and its social setting, and the purposes of the enquiry. 	\\
791\rowcolor{light-gray} 		&		&		&	Since technology is concerned with 'doing', with changing or maintaining social relations, epistemological relativism has consequences which are 'normatively questionable', making desirable 'a modest form of realism'. Taking this point further, SST specialists investigating contemporary technologies could be, and to some degree inevitably are, actors shaping technological development. SST researchers can be seen to possess special expertise relevant to the planning, development and use of new technologies, and could thus stand alongside other actors, such as technical and engineering specialists, whose contribution to technological innovation is well-established. Under this view, SST should explore and foster links with other disciplines - particularly of science and engineering.	\\
792	
793    16	&	Enhanced Use of IT: A New Perspective on Post-Adoption	&	F. F. Bagayogo, L. Lapointe and G. Bassellier, 2014	&	Finally, the nature and process of enhanced use identified in this study will gain from further empirical validation. 	\\
794		&		&		&	Because this study also does not investigate the antecedent and impacts of enhanced use, further exploration of the nomological network of enhanced use could help in building greater understanding of the phenomenon. 	\\
795
796\rowcolor{light-gray} 	
797	17	&	Management innovation 	&	J. Birkinshaw, G. Hamel and M. J. Mol, 2008	&	An important next step in making sense of the overall process of management innovation would be to examine the actual sequencing and phasing of activities over time. While some innovations may follow a linear sequence of activities from left to right, others do not. 	\\
798\rowcolor{light-gray} 		&		&		&	Future research should attempt to map out and make sense of the sequences that actually occur in practice. The historical record is not particularly helpful in this regard, because writers will typically impose their own structure on a process in order to make sense of it. Research will therefore need to be done on contemporary cases, and, where possible, these cases should be followed in real time to avoid problems of retrospective sensemaking bias. 	\\
799\rowcolor{light-gray} 		&		&		&	Another core element of our framework is the distinction between internal and external change agents. It is important for future research to consider this distinction more carefully, since it may not always be clear cut in practice.	\\
800\rowcolor{light-gray} 		&		&		&	One avenue for further research, then, is to take a closer look at the key change agents involved in management innovation and the extent to which they are able to take on hybrid internal/external roles. 	\\
801\rowcolor{light-gray} 		&		&		&	A second line of inquiry might be to consider the extent to which internal and external change agents are acting in harmony. Here we have assumed that both parties have a more or less common objective—namely, to implement a successful management innovation. However, future research might want to relax this assumption and consider the extent to which the two parties are truly aligned. 	\\
802\rowcolor{light-gray} 		&		&		&	Third avenue for future research that also builds on the internal versus external distinction is to examine the locus of management in- novation. Our framework assumes that it is possible and meaningful to identify the organization in which a new management practice is first implemented. While this approach is valid vis-a-vis the existing cases we mentioned, there may be cases where it is less valid in the future. 	\\
803\rowcolor{light-gray} 		&		&		&	Future studies should therefore give careful attention to the unit of analysis at which management innovation is studied, since there are several possible models that could be followed. 	\\
804\rowcolor{light-gray} 		&		&		&	A useful direction for future research, then, will be to look more closely at how the processes of management innovation and management fashion interact; greater level of clarity on what these conditions look like in detail. 	\\
805\rowcolor{light-gray} 		&		&		&	It seems likely, for example, that certain management innovations will offer more potential for competitive advantage than others, depending on the extent to which they are valuable, rare, and hard to imitate, but this argument remains open to empirical testing. 	\\
806\rowcolor{light-gray} 		&		&		&	Future research might therefore examine why certain types of management innovation take longer to yield dividends than others, whether some management innovations spur waves of related innovation, and how often and under what circumstances management innovation creates firm specific competitive advantage. 	\\
807\rowcolor{light-gray} 		&		&		&	These suggestions require further exploration, both in terms of the nature of the interventions they would require and in the outcomes they would achieve. 	\\
808	
809    18	&	Service innovation: a service-dominant logic perspective 	&	R. F. Lusch and S. Nambisan, 2015 	&	Future studies should consider the dual roles of IT in digital service innovation—as an operant resource and as an operand resource. 	\\
810		&		&		&	Issues related to the second role sharpen the focus on concepts and insights from prior research on strategic alliances and collaboration, knowledge management, network governance, orchestration processes, and so on. Studies that draw on these and other such areas could offer valuable insights into how IT can enhance service innovation. 	\\
811		&		&		&	Examination of additional concepts and insights from S-D logic might enable the development of a more exhaustive characterization of these three components and open up further avenues for research in IT. 	\\
812		&		&		&	Key question would be which design characteristics of the service platforms would help promote and facilitate the integration of IORs for service innovation. Studies that draw on these and other such concepts from S-D logic would contribute to a fuller characterization of the three basic components discussed here. 	\\
813		&		&		&	More detailed investigation is required to develop a deeper understanding of the dependencies among the three elements and how their interactions enhance service innovation. In this regard we believe that both structuration theory and effectuation theory offer much promise. 	\\
814		&		&		&	Future studies that focus on the impact of different types of knowledge brokering in furthering value creation in digital service ecosystems may be particularly useful. 	\\
815		&		&		&	We hope our effort here will motivate further research on the nature of service innovation in the digital world and the role of IT in it	\\
816		&		&		&	Finally, a combined focus on value-in-use and value-in- exchange implies another avenue for future research in IT.	\\
817
818\rowcolor{light-gray} 	
819	19	&	Innovative IT climates: CIO perspectives 	&	S. Watts and J. C. Henderson, 2005 	&	The major contribution of the work lies in the two inductive dimensions that emerged in addition to the theoretically-derived ones— reality-checking and promoting credibility. We believe these are particularly important for innovative IT climates and deserve future attention. 	\\
820\rowcolor{light-gray} 		&		&		&	The question remains how these two capabilities can be fostered in up and coming IT leaders. 	\\
821\rowcolor{light-gray} 		&		&		&	While relevant theory has been put forth to support the emergent dimensions reality-checking and promoting credibility, further validation of these is necessary to establish their external validity. 	\\
822	
823    20	&	Keeping Up with IT Strategy in a World of Constant Business Change 	&	M. Milovich Jr., 2015 	&	The implications for IS leadership set out in this article may provide researchers with ideas for adding to a framework for how CIOs acquire strategy knowledge. For practitioners and researchers alike, new investigations into the continuing change in roles, responsibilities and actions of IS leadership may provide further insights into the changing role of CIOs. 	\\
824
825\rowcolor{light-gray} 	
826	21	&	Reconsidering Communication and the Discursive Politics of Organizational Change 	&	J. G. McClellan, 2011	&	Invite researchers and practioners to explore the ways talk of change can celebrate the conflicts needed to engender new organizational meanings. 	\\
827\rowcolor{light-gray} 		&		&		&	Challenge those interested in change to reconsider communication as more than a persuasive practice, or process, of information sharing and begin attending to communication as a political process that can sediment particular meanings of organizational life and obscure alternative ways to know an organization.	\\
828\rowcolor{light-gray} 		&		&		&	Future research and practice should explore ways for encouraging open discussions of organizational change that challenge existing ways of organizing, reveal tacit assumptions, and co-create alternative meanings that will result in organizational participants understanding their organization in different, and more useful, ways. 	\\
829\rowcolor{light-gray} 		&		&		&	Invitation to continue to discuss the possibilities for understanding why change fails and refrain from discursively closing ideas that might enable more useful and sustained organizational change practices. 	\\
830	
831    22	&	Options for Formulating a Digital Transformation Strategy 	&	T. Hess, C. Matt, A. Benlian and F. Wiesbock, 2016 	&	N/A	\\
832
833\rowcolor{light-gray} 	
83423	&	Organizational Change and Characteristics of Leadership Effectiveness	&	A. Gilley, H. S. McMillan and J. W. Gilley, 2009	&	Our findings reveal associations between leaders’ interpersonal behaviors and their effectiveness in implementing change, which have valuable implications for organizations. Further research may enhance our understanding of variables that positively affect organizational change. 	\\
835\rowcolor{light-gray} 		&		&		&	Additional research should compare and contrast employees’ opinions of their direct managers or organizational leaders’ skills and effectiveness with change with quantifiable organizational results such as new product development, productivity, revenues, and profitability.	\\
836\rowcolor{light-gray} 		&		&		&	As this study reveals employees’ perceptions of leaders’ skills and change implementation effectiveness, further research that examines which levels of management are most in need of improvement, in which skill/ability areas, and for which type of change would prove valuable. Which types of change are most challenging for leaders? Are any particular skills critical for certain types of change? How can organizations enhance the change skills of their leaders? How should these skills be developed, measured, and rewarded? 	\\
837\rowcolor{light-gray} 		&		&		&	Finally, additional investigation may reveal the most effective time(s) to measure leaders’ behaviors during the change life cycle, along with their subordinates’ perceptions of leaders at differing points. What skill sets are necessary at varying phases in the change initiative? Do the skill requirements change pre-, during, or post-change? Furthermore, does the employee’s personal response to or phase of change affect his or her perception of leadership? Further research may yield valuable insight into respondents’ stages in change at the time of measurement and corresponding perceptions of leader change effectiveness. 	\\
838	
839    24	&	What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders	&	M. Higgs and D. Rowland, 2011	&	It may also be useful to develop a framework, based on these findings, to conduct a quantitative study across a broad range of organizations and employing an independent criterion variable for the assessment of change success. In addition, further research into the linkages between change leadership and both positive psychology and positive organizational scholarship could prove to be very illuminating, as could the further exploration of the impact on change implementation of the more leader-focused components of shaping behaviors and asso- ciated inauthentic leader behaviors. 	\\
840
841\rowcolor{light-gray} 	
842	25	&	Review Article: How can we make organizational interventions work? Employees and line managers as actively crafting interventions	&	K. Nielsen, 2013	&	First, process evaluation frameworks need to stop seeing employees as the recipients of an intervention who may or may not like the intervention activities made available to them or expect a few representatives in steering groups to achieve the goals of participation (empowerment, integration and sustainability). Rather, evaluations need to examine how employees craft their jobs through the alterations of their working conditions. Interventions should be designed such that employees’ and line managers’ resources are used to implement suitable interventions. Understanding the social identities and dynamics within the organization can offer valuable information on how to optimize the intervention design and avoid group formations of in- and out-groups. 	\\
843\rowcolor{light-gray} 		&		&		&	Second, there is a need to acknowledge the importance of line managers, and understand their role in shaping organizational interventions. 	\\
844	
845    26	&	Making sense of implementation theories, models and frameworks	&	P. Nilsen, 2015	&	Empirical research is needed to study how and the extent to which the use of implementation theories, models and frameworks contributes to more effective implementation and under what contextual conditions or circumstances they apply (and do not apply). It is also important to explore how the current theoretical approaches can be further developed to better address implementation challenges. Hence, both inductive construction of theory and deductive application of theory are needed. 	\\
846
847\rowcolor{light-gray} 	
848	27	&	Implementation as mutual adaptation of technology and organization	&	D. Leonard-Barton, 1988	&	N/A	\\
849	
850    28	&	How Lego Built the Foundations and Enterprise Capabilities for Digital Leadership 	&	E. Sawy, O. A. Amsinck, H. Kræmmergaard, P. Vinther and A. Lerbech, 2016 	&	Stimulate more researchers to develop theories of digital leadership—theories that can be applied in practice so that digitalization can make significant business impacts.	\\ 
851    
852  \rowcolor{light-gray} 	
853  	29	&	The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure 	&	J. van der Voet, 2013	&	Improve the available measures for planned and emergent change by elaborating on the conceptual range of the measures and testing the consistency of the measure in a confirmatory factor analysis. Follow-up research based on a mixed mode approach may prove especially fruitful. 	\\
854\rowcolor{light-gray} 		&		&		&	Measure concepts on multiple levels in the organizational hierarchy and among different groups of respondents, as well as using a longitudinal research design. 	\\
855\rowcolor{light-gray} 		&		&		&	Future research concerning change management in public organizations should thus emphasize analytical rather than statistical generalization. 	\\
856\rowcolor{light-gray} 		&		&		&	Devote more attention to the research of contextual factors influencing the effectiveness and appropriateness of different approaches to change. A possible direction for future research could be the influence of the complex and political environment of public organizations on the implementation and leadership of organizational change. 	\\
857	
858    30	&	All changes great and small: Exploring approaches to change and its leadership 	&	M. Higgs and D.Rowland, 2005	&	Extending the range and nature of organizations studied in order to explore the feasibility of generalizing the findings and generating larger numbers for quantitative analyses. 	\\
859		&		&		&	Corroborating the stories from informants (who were in leadership roles) by exploring the stories with other informants who were involved in or affected by the change, but not in a leadership role. 	\\
860		&		&		&	Establishing a project to follow a change over time and exploring the extent to which the findings are endorsed in practice (e.g. by using learning histories within organizations). 	\\
861		&		&		&	Exploration of the possibility that effective change may require a blend of approaches within an organisation rather than adoption of a single approach. 	\\
862
863\rowcolor{light-gray} 	
864	31	&	Emperors With Clothes On: The Role of Self- awareness in Developing Effective Change Leadership 	&	M. Higgs and D.Rowland, 2010	&	In this study, we have concentrated on the leader–follower relationships as the context. However, it is important to recognize that there are cultural considerations that can impact on leader behaviors and, indeed, collusion. Such consider- ations are beyond the scope of this study and may well be valuable areas to explore in future research. 	\\
865\rowcolor{light-gray} 		&		&		&	It would be valuable to explore the impact of organizational culture on leadership behaviors in a change context and the extent to which this can either support or constrain the development of productive behaviors. 	\\
866	
867    32	&	Leadership competencies for implementing planned organizational change 	&	J. Battilana, M. Gilmartin, M. Sengul, A. Pache, J. A. Alexander, 2010	&	While the choice of both the leadership and change models used in this study was justified by theoretical considerations that we detailed early on in the paper, it might be interesting to replicate this study using different leadership and/or change models. On leadership competencies, it would also be interesting to examine the relationship between other leadership competencies and change agents' likelihood to emphasize different activities involved in the planned organizational change implementation process. In particular, it would be interesting to explore the influence of transformational leadership—including individualized consideration, intellectual stimulation, idealized influence and inspirational motivation—and/or charismatic leadership, which have already been shown to influence change initiatives in general and the communicating activities involved in the change process in particular. 	\\
868		&		&		&	It would be interesting to know more about the strategies leaders with different leadership competencies use to execute each of the key implementation activities 	\\
869		&		&		&	The normative process models of change are based on the assumption that leaders must get involved in all the change implementation activities to successfully implement change, and that efforts to bypass some of them are detrimental to the progress of change. This assumption needs to be questioned. 	\\
870		&		&		&	Future research should explore the influence that different leadership competencies have on both types of evaluating activities (formal as well as more informal ones). 	\\
871		&		&		&	Our finding that their mix of leadership competencies might influence the amount of emphasis leaders put on each of the three key activities associated with the implementation of planned organizational change might have important managerial implications, which require further investigation 	\\
872
873\rowcolor{light-gray} 	
874	33	&	The management of change in public organizations: A literature review 	&	B.S. Kuipers, M. Higgs, W. Kickert, L. Tummers, J. Grandia and J. van der Voet, 2014	&	The institutional theory, which is highly context-aware, in combination with the generic change management literature, with its detailed attention to process, behaviour, and leadership, may particularly help to better understand the complex multi- layered phenomena of change in the public sector. Additionally, we see a need for more in-depth empirical studies of the change process within various public contexts 	\\
875\rowcolor{light-gray} 		&		&		&	There generally seems to be a gap between the world of the change practitioner and that of those studying change as outsiders. Practitioners, both managers and (internal) consultants, are greatly involved in change implementation and the decisions made in that area, and as such are a valuable resource for detailed information about the process. Furthermore, there seems to be a high need among practitioners for general recipes for success, which often lack a sound empirical basis and an eye for sector-specific issues. Researchers could improve the theory building on change management in public organizations with more and stronger empirical research that builds on a clear understanding of practice. In this way, researchers can provide practical guidelines that are rigorously grounded.	\\
876\rowcolor{light-gray} 		&		&		&	We see a need for more research that explicitly focuses on leading change in a public sector context. There appears to be little development or testing of public- sector-specific theory relating to the impact of leadership in the implementation of organizational change.  In particular, we would like to address the issue of the interaction between administrative leadership and more external political leadership. Both may involve different competencies and behaviours to make change happen, and may even be approached as first- and second-order changes (e.g. when they only concern change leadership within one organization) versus third-order changes (e.g. when they concern political leadership affecting an entire sector).	\\
877\rowcolor{light-gray} 		&		&		&	Need for more studies demonstrating both the discrepancies and interactions between micro- and sector-level changes in general. 	\\
878\rowcolor{light-gray} 		&		&		&	We also see a need for more comparative studies of the management of change. 	\\
879	
880    34	&	Open innovation in the public sector of leading countries 	&	S. M. Lee, T. Hwang and D. Choi, 2012 	&	Future research should investigate how governments adopt open innovation, in particular inside-out initiatives.	\\  
881    
882\hline   
883    
884    	\caption{Overview Further Research from literature.}
885	\end{longtable}
886\end{landscape}
887
888
889
890% TABLE CONCEPTS -----------------------------------------------------
891
892\newpage
893\begin{landscape}
894	\chapter{Overview concepts derived from literature}\label{app:concepts}
895	\begin{longtable}{p{1cm} p{11.5cm} p{7.5cm} p{3.0cm}}
896
897	\textbf{Number}	&	\textbf{Title} 	&	\textbf{Writer and year} 	&	\textbf{Concept} 	\\ \hline
898
899\rowcolor{light-gray} 	
9001	&	Adaptation to Information Technology: A Holistic Nomological Network from Implementation to Job Outcomes 	&	H. Bala and V. Venkatesh, 2016	&	Behaviour 	\\
901	
902    2	&	Managerial fads and fashions: The diffusion and rejection of innovation 	&	E. Abrahamson, 1991 	&	Innovation	\\
903
904\rowcolor{light-gray} 	
9053	&	The challenges of implementing "Vanilla" versions of enterprise systems 	&	C. Soh and S.K. Sia, 2005	&	Implementation 	\\
906
9074	&	A Multilevel Model of Resistance to Information Technology Implementation	&	L. Lapointe and S. Rivard, 2005	&	Behaviour	\\
908
909\rowcolor{light-gray} 	
9105	&	Using Technology and Constituting Structures: A Practice Lens for Studying Technology in Organizations 	&	W. J. Orlikowski, 2000	&	Behaviour	\\
911	
912    6	&	Explaining information systems change: a punctuated socio-technical change model 	&	K. Lyytinen and M. Newman, 2008 	&	Changemanagement	\\
913
914\rowcolor{light-gray} 	
9157	&	Technochange management: using IT to drive organizational change 	&	M. L. Markus, 2004	&	Changemanagement 	\\
916	
917    8	&	Technological Embeddedness and Organizational Change 	&	O. Volkoff, D. M. Strong and M. B. Elmes, 2007	&	Changemanagement	\\
918
919\rowcolor{light-gray} 	
9209	&	Local assimilation of an enterprise system: Situated learning by means of familiarity pockets 	&	Y. Yamauchi and E. B. Swanson, 2010	&	Behaviour 	\\
921	
922    10	&	From Use to Effective Use: A Representation Theory Perspective	&	A. Burton-Jones and C. Grange, 2013	&	Behaviour 	\\
923
924\rowcolor{light-gray} 	
92511	&	Encouraging innovation in the public sector 	&	S. Borins, 2001	&	Innovation	\\
926	
927    12	&	Leadership and innovation in the public sector 	&	S. Borins, 2002	&	IS leadership	\\
928
929\rowcolor{light-gray} 	
93013	&	Comparing Public and Private Sector Employees’ Innovative Behaviour: Understanding the role of job and organizational characteristics, job types, and subsectors 	&	R. Bysted and J. Rosenberg Hansen, 2013	&	Behaviour 	\\
931	
932    14	&	An Empirical Evaluation of Innovation Types and Organizational and Environmental Characteristics: Towards a Configuration Framework	&	R. M. Walker, 2008	&	Innovation	\\
933
934\rowcolor{light-gray} 	
93515	&	The social shaping of technology 	&	R. Williams and D. Edge, 1996	&	Methodology 	\\
936	
937    16	&	Enhanced Use of IT: A New Perspective on Post-Adoption	&	F. F. Bagayogo, L. Lapointe and G. Bassellier, 2014	&	Behaviour 	\\
938
939\rowcolor{light-gray} 	
94017	&	Management innovation 	&	J. Birkinshaw, G. Hamel and M. J. Mol, 2008	&	Changemanagement	\\
941	
942    18	&	Service innovation: a service-dominant logic perspective 	&	R. F. Lusch and S. Nambisan, 2015 	&	Innovation	\\
943
944\rowcolor{light-gray} 	
94519	&	Innovative IT climates: CIO perspectives 	&	S. Watts and J. C. Henderson, 2005 	&	IS leadership	\\
946
94720	&	Keeping Up with IT Strategy in a World of Constant Business Change 	&	M. Milovich Jr., 2015 	&	IS leadership	\\
948
949\rowcolor{light-gray} 	
95021	&	Reconsidering Communication and the Discursive Politics of Organizational Change 	&	J. G. McClellan, 2011	&	Changemanagement	\\
951	
952    22	&	Options for Formulating a Digital Transformation Strategy 	&	T. Hess, C. Matt, A. Benlian and F. Wiesbock, 2016 	&	IS leadership	\\
953
954\rowcolor{light-gray} 	
95523	&	Organizational Change and Characteristics of Leadership Effectiveness	&	A. Gilley, H. S. McMillan and J. W. Gilley, 2009	&	IS leadership	\\
956	
957    24	&	What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders	&	M. Higgs and D. Rowland, 2011	&	IS leadership	\\
958
959\rowcolor{light-gray} 	
96025	&	Review Article: How can we make organizational interventions work? Employees and line managers as actively crafting interventions	&	K. Nielsen, 2013	&	IS leadership	\\
961	
962    26	&	Making sense of implementation theories, models and frameworks	&	P. Nilsen, 2015	&	Implementation 	\\
963
964\rowcolor{light-gray} 	27	&	Implementation as mutual adaptation of technology and organization	&	D. Leonard-Barton, 1988	&	Implementation 	\\
965	
966    28	&	How Lego Built the Foundations and Enterprise Capabilities for Digital Leadership 	&	E. Sawy, O. A. Amsinck, H. Kræmmergaard, P. Vinther and A. Lerbech, 2016 	&	IS leadership	\\ 
967    
968\rowcolor{light-gray} 	
969    29	&	The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure 	&	J. van der Voet, 2013	&	Changemanagement	\\
970	
971    30	&	All changes great and small: Exploring approaches to change and its leadership 	&	M. Higgs and D.Rowland, 2005	&	(IS) leadership	\\
972    
973\rowcolor{light-gray} 	
974	31	&	Emperors With Clothes On: The Role of Self- awareness in Developing Effective Change Leadership 	&	M. Higgs and D.Rowland, 2010	&	(IS) leadership	\\
975	
976    32	&	Leadership competencies for implementing planned organizational change 	&	J. Battilana, M. Gilmartin, M. Sengul, A. Pache, J. A. Alexander, 2010	&	(IS) leadership	\\
977
978\rowcolor{light-gray} 	
979	33	&	The management of change in public organizations: A literature review 	&	B.S. Kuipers, M. Higgs, W. Kickert, L. Tummers, J. Grandia and J. van der Voet, 2014	&	Changemanagement	\\
980	
981    34	&	Open innovation in the public sector of leading countries 	&	S. M. Lee, T. Hwang and D. Choi, 2012 	&	Innovation	\\
982    
983    \hline
984
985		\caption{Overview concepts derived from literature.}
986	\end{longtable}
987\end{landscape}
988
989\newpage
990\chapter{Mindmap concepts}
991
992	\begin{figure}[h]
993		\caption{Mindmap concepts from literature}
994        \label{app:figconcepts}
995		\centering
996			\includegraphics[scale=0.45]{Figures/Mindmap_thesis_2}
997	\end{figure}
998
999\chapter{Schools of thought on change}
1000
1001The theories and concepts of change management draw on a number of social disciplines and traditions \citep{Bur14}. The foundations of of change management theory underpin different schools of though, each described in table \ref{tab:schoolschange}
1002
1003 \begin{longtable}{p{5cm}p{11.5cm}} \label{app:schoolschange}
1004 	%\begin{center}
1005	\textbf{Perspective} & \textbf{Explanation} \\ \hline 
1006    
1007    \rowcolor{light-gray} 
1008    The Individual perspective; &  \\
1009    \rowcolor{light-gray} \textit{divided into two camps:} 	& \\
1010    \rowcolor{light-gray} 
1011    \hspace*{5mm} \textit{The Behaviourists} & Behavioursts believe behavior is a result from an individual's interaction with their environment. This means that all behavior is learned and humans are conditioned by their expected consequences. Organizational change is achieved by modifying the external stimuli acting upon the individual. \\
1012    \rowcolor{light-gray} 
1013    \hspace*{5mm} \textit{The Gestalt-Field psychologists} & GestaltField protagonists believe behavior is not just a product of external stimuli, but that it arises from how an individual uses reason to interpret these stimuli. GestaltField theorists seek to help individual understanding of themselves to promote behavioral and thus
1014organizational change.  \\
1015    
1016    The Group Dynamics perspective & Emphasizes bringing change through groups or teams, rather than the individual. People in organizations work in groups and the individual is constrained by group pressures to 			conform. The focus of change should therefore be on groups, and should concentrate on influencing group norms, values and attitudes.  \\
1017    
1018    \rowcolor{light-gray} 
1019    The Open Systems perspective &  Believes that the focus on change should be on the the entire organization instead of the individual or group. Organizations are viewed as 'open' systems, who interact with the internal and external environment. Therefore, changes in one sub-system affect other sub-systems. The emphasis is on achieving overall synergy rather than on optimizing any one individual.  \\ \hline 
1020
1021\caption{Schools of thought on change management, as explained by \citet{Bur14}.} \label{tab:schoolschange}
1022	%\end{center}
1023\end{longtable}
1024
1025
1026\chapter{test}
1027\section{Network configuration} 
1028\section{Enterprise configuration}
1029
1030\end{appendices}
1031\end{document}