The Experts below are selected from a list of 399276 Experts worldwide ranked by ideXlab platform
Albert L. Lederer - One of the best experts on this subject based on the ideXlab platform.
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Coping with rapid information Technology Change in different national cultures
European Journal of Information Systems, 2011Co-Authors: Xiang Fang, John Benamati, Albert L. LedererAbstract:Coping with rapid information Technology Change challenges IT organizations throughout the world. National culture theory based on the GLOBE study suggests that culture affects the coping with such Change in China and the United States, but does not cogently suggest that coping mechanisms differ in effectiveness across the two cultures. Analysis of data from 71 IT executives and managers in China and 246 in the United States suggests that Chinese IT organizations employ coping mechanisms of vendor support, education and training, and internal procedures more extensively than do U.S. IT organizations. IT organizations in both countries apply education and training as well as internal procedures to successfully deal with the problems of rapid IT Change. Vendor support additionally predicted success in Chinese but not U.S. organizations, whereas in both U.S. and Chinese organizations endurance predicted lack of success. The research thus extends national culture theory by proposing that culture affects successful coping. Implications for research suggest the identification of actions to overcome the impact of cultural differences. Implications for practice suggest that multinational corporations deal with rapid IT Change differently in divisions in different cultures, regardless of whether in China, the United States, Europe, or elsewhere.
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Coping with rapid information Technology Change in different national cultures
European Journal of Information Systems, 2011Co-Authors: Xiang Fang, John Benamati, Albert L. LedererAbstract:AbstractCoping with rapid information Technology Change challenges IT organizations throughout the world. National culture theory based on the GLOBE study suggests that culture affects the coping with such Change in China and the United States, but does not cogently suggest that coping mechanisms differ in effectiveness across the two cultures. Analysis of data from 71 IT executives and managers in China and 246 in the United States suggests that Chinese IT organizations employ coping mechanisms of vendor support, education and training, and internal procedures more extensively than do U.S. IT organizations. IT organizations in both countries apply education and training as well as internal procedures to successfully deal with the problems of rapid IT Change. Vendor support additionally predicted success in Chinese but not U.S. organizations, whereas in both U.S. and Chinese organizations endurance predicted lack of success. The research thus extends national culture theory by proposing that culture affec...
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rapid information Technology Change coping mechanisms and the emerging technologies group
Journal of Management Information Systems, 2001Co-Authors: John Benamati, Albert L. LedererAbstract:Information Technology (IT) Changes rapidly, seriously challenging IT management. In response, many organizations create a formal group of IT professionals to evaluate emerging IT so they can better cope with its Change. A survey based on structured interviews was mailed to a nationwide sample of 1,000 IT organizations. Two hundred forty-six respondents provided data to identify categories of coping mechanisms to handle changing IT. Five categories emerged: Education and Training, Internal Procedures, Vendor Support, Consultant Support, and Endurance. Organizations apply Education and Training more extensively than the others. Thus the research contributes to understanding the means by which organizations cope with rapid IT Change. The research also found that organizations with a group dedicated to investigating emerging IT cope more extensively, but not more successfully, than do those without one. Thus the research contributes not only by providing an understanding of how organizations cope with rapid IT Change, but also by suggesting the need to achieve more from the group charged with emerging IT.
Yoram Eshet-alkalai - One of the best experts on this subject based on the ideXlab platform.
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Violation of digital and analog academic integrity through the eyes of faculty members and students: Do institutional role and Technology Change ethical perspectives?
Journal of Computing in Higher Education, 2020Co-Authors: Ina Blau, Shira Goldberg, Adi Friedman, Yoram Eshet-alkalaiAbstract:This study aimed to address the gap in the literature through a comprehensive comparison of different types of violations of academic integrity (VAI), cheating, plagiarism, fabrication and facilitation (Pavela in J College Univ Law 24(1):1–22, 1997), conducted in analog versus digital settings, as well as students’ and faculty members’ perceptions regarding their severity. The study explored differences in perceptions regarding students’ VAI and penalties for VAI among 1482 students and 42 faculty members. Furthermore, we explored the impact of socio-demographic characteristics (ethnic majority vs. minority students), gender, and academic degree on the perceived severity of VAI. Presented with a battery of scenarios, participants assessed the severity of penalties imposed by a university disciplinary committee. Furthermore, participants selected the penalties they deemed appropriate for violations engaged in by students, including: reprimanding, financial, academic, and accessibility penalties. All participants tended to suggest more severe penalties for VAI conducted in traditional analog environments than for the same offenses in digital settings. Students perceived all four types of penalties imposed by the disciplinary committee to be significantly more severe than faculty members. Moreover, findings demonstrated a significant difference between faculty and students in both perceptions of the severity of VAI and in relation to suggested punishments. Consistent with the Self-Concept Maintenance Model (Mazar et al. in J Mark Res 45(6):633–644, 2008) and Neutralizing Effect (Brimble, in: Bretag (ed) Handbook of academic integrity, SpringerNature, Singapore, pp 365–382, 2016), ethnic minority students estimated cheating, plagiarism, and facilitation violations as more severe than majority students. The theoretical and practical implications of the findings are discussed.
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Violation of digital and analog academic integrity through the eyes of faculty members and students: Do institutional role and Technology Change ethical perspectives?
Journal of Computing in Higher Education, 2020Co-Authors: Ina Blau, Shira Goldberg, Adi Friedman, Yoram Eshet-alkalaiAbstract:This study aimed to address the gap in the literature through a comprehensive comparison of different types of violations of academic integrity (VAI), cheating, plagiarism, fabrication and facilitation (Pavela in J College Univ Law 24(1):1–22, 1997), conducted in analog versus digital settings, as well as students’ and faculty members’ perceptions regarding their severity. The study explored differences in perceptions regarding students’ VAI and penalties for VAI among 1482 students and 42 faculty members. Furthermore, we explored the impact of socio-demographic characteristics (ethnic majority vs. minority students), gender, and academic degree on the perceived severity of VAI. Presented with a battery of scenarios, participants assessed the severity of penalties imposed by a university disciplinary committee. Furthermore, participants selected the penalties they deemed appropriate for violations engaged in by students, including: reprimanding, financial, academic, and accessibility penalties. All participants tended to suggest more severe penalties for VAI conducted in traditional analog environments than for the same offenses in digital settings. Students perceived all four types of penalties imposed by the disciplinary committee to be significantly more severe than faculty members. Moreover, findings demonstrated a significant difference between faculty and students in both perceptions of the severity of VAI and in relation to suggested punishments. Consistent with the Self-Concept Maintenance Model (Mazar et al. in J Mark Res 45(6):633–644, 2008) and Neutralizing Effect (Brimble, in: Bretag (ed) Handbook of academic integrity, SpringerNature, Singapore, pp 365–382, 2016), ethnic minority students estimated cheating, plagiarism, and facilitation violations as more severe than majority students. The theoretical and practical implications of the findings are discussed.
John Benamati - One of the best experts on this subject based on the ideXlab platform.
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Coping with rapid information Technology Change in different national cultures
European Journal of Information Systems, 2011Co-Authors: Xiang Fang, John Benamati, Albert L. LedererAbstract:Coping with rapid information Technology Change challenges IT organizations throughout the world. National culture theory based on the GLOBE study suggests that culture affects the coping with such Change in China and the United States, but does not cogently suggest that coping mechanisms differ in effectiveness across the two cultures. Analysis of data from 71 IT executives and managers in China and 246 in the United States suggests that Chinese IT organizations employ coping mechanisms of vendor support, education and training, and internal procedures more extensively than do U.S. IT organizations. IT organizations in both countries apply education and training as well as internal procedures to successfully deal with the problems of rapid IT Change. Vendor support additionally predicted success in Chinese but not U.S. organizations, whereas in both U.S. and Chinese organizations endurance predicted lack of success. The research thus extends national culture theory by proposing that culture affects successful coping. Implications for research suggest the identification of actions to overcome the impact of cultural differences. Implications for practice suggest that multinational corporations deal with rapid IT Change differently in divisions in different cultures, regardless of whether in China, the United States, Europe, or elsewhere.
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Coping with rapid information Technology Change in different national cultures
European Journal of Information Systems, 2011Co-Authors: Xiang Fang, John Benamati, Albert L. LedererAbstract:AbstractCoping with rapid information Technology Change challenges IT organizations throughout the world. National culture theory based on the GLOBE study suggests that culture affects the coping with such Change in China and the United States, but does not cogently suggest that coping mechanisms differ in effectiveness across the two cultures. Analysis of data from 71 IT executives and managers in China and 246 in the United States suggests that Chinese IT organizations employ coping mechanisms of vendor support, education and training, and internal procedures more extensively than do U.S. IT organizations. IT organizations in both countries apply education and training as well as internal procedures to successfully deal with the problems of rapid IT Change. Vendor support additionally predicted success in Chinese but not U.S. organizations, whereas in both U.S. and Chinese organizations endurance predicted lack of success. The research thus extends national culture theory by proposing that culture affec...
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rapid information Technology Change coping mechanisms and the emerging technologies group
Journal of Management Information Systems, 2001Co-Authors: John Benamati, Albert L. LedererAbstract:Information Technology (IT) Changes rapidly, seriously challenging IT management. In response, many organizations create a formal group of IT professionals to evaluate emerging IT so they can better cope with its Change. A survey based on structured interviews was mailed to a nationwide sample of 1,000 IT organizations. Two hundred forty-six respondents provided data to identify categories of coping mechanisms to handle changing IT. Five categories emerged: Education and Training, Internal Procedures, Vendor Support, Consultant Support, and Endurance. Organizations apply Education and Training more extensively than the others. Thus the research contributes to understanding the means by which organizations cope with rapid IT Change. The research also found that organizations with a group dedicated to investigating emerging IT cope more extensively, but not more successfully, than do those without one. Thus the research contributes not only by providing an understanding of how organizations cope with rapid IT Change, but also by suggesting the need to achieve more from the group charged with emerging IT.
Anne T. Ottenbreit-leftwich - One of the best experts on this subject based on the ideXlab platform.
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Teacher Technology Change: How knowledge, confidence, beliefs, and culture intersect
Journal of Research on Technology in Education, 2010Co-Authors: Peggy A. Ertmer, Anne T. Ottenbreit-leftwichAbstract:Despite increases in computer access and Technology training, Technology is not being used to support the kinds of instruction believed to be most pow-erful. In this paper, we examine Technology integration through the lens of the teacher as an agent of Change: What are the necessary characteristics, or qualities, that enable teachers to leverage Technology resources as meaningful pedagogical tools? To answer this question, we discuss the literature related to four variables of teacher Change: knowledge, self-efficacy, pedagogical beliefs, and subject and school culture. Specifically, we propose that teachers' mind-sets must Change to include the idea that "teaching is not effective without the appropriate use of information and communication technologies (ICT) resources to facilitate student learning." Implications are discussed in terms of both teacher education and professional development programs. (Keywords: teacher Change, teacher knowledge, teacher beliefs, Technology integration) P
Xiang Fang - One of the best experts on this subject based on the ideXlab platform.
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Coping with rapid information Technology Change in different national cultures
European Journal of Information Systems, 2011Co-Authors: Xiang Fang, John Benamati, Albert L. LedererAbstract:Coping with rapid information Technology Change challenges IT organizations throughout the world. National culture theory based on the GLOBE study suggests that culture affects the coping with such Change in China and the United States, but does not cogently suggest that coping mechanisms differ in effectiveness across the two cultures. Analysis of data from 71 IT executives and managers in China and 246 in the United States suggests that Chinese IT organizations employ coping mechanisms of vendor support, education and training, and internal procedures more extensively than do U.S. IT organizations. IT organizations in both countries apply education and training as well as internal procedures to successfully deal with the problems of rapid IT Change. Vendor support additionally predicted success in Chinese but not U.S. organizations, whereas in both U.S. and Chinese organizations endurance predicted lack of success. The research thus extends national culture theory by proposing that culture affects successful coping. Implications for research suggest the identification of actions to overcome the impact of cultural differences. Implications for practice suggest that multinational corporations deal with rapid IT Change differently in divisions in different cultures, regardless of whether in China, the United States, Europe, or elsewhere.
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Coping with rapid information Technology Change in different national cultures
European Journal of Information Systems, 2011Co-Authors: Xiang Fang, John Benamati, Albert L. LedererAbstract:AbstractCoping with rapid information Technology Change challenges IT organizations throughout the world. National culture theory based on the GLOBE study suggests that culture affects the coping with such Change in China and the United States, but does not cogently suggest that coping mechanisms differ in effectiveness across the two cultures. Analysis of data from 71 IT executives and managers in China and 246 in the United States suggests that Chinese IT organizations employ coping mechanisms of vendor support, education and training, and internal procedures more extensively than do U.S. IT organizations. IT organizations in both countries apply education and training as well as internal procedures to successfully deal with the problems of rapid IT Change. Vendor support additionally predicted success in Chinese but not U.S. organizations, whereas in both U.S. and Chinese organizations endurance predicted lack of success. The research thus extends national culture theory by proposing that culture affec...