Organizational differences in technology implementation in community settings

Abstract

Onboarding new technology systems can be a difficult venture for individuals and organizations to accomplish. Many new data systems fail when implemented for a variety of reasons. Most research on the topic of technology acceptance have focused on individual factors on why a person uses technology, and there are a variety of theories to explain the variance of technology use. The purpose of this dissertation was to use a mixed method approach to examine how community organizations can benefit from using a Positive Deviance approach to technology onboarding. Many organizations onboard new technologies and adapt their workflows with minimal issues, while some struggle greatly with the same process. The quantitative and qualitative approaches outlined below are attempts to understand why this variation exists, and how to emphasize the strengths of the organizations that successfully implement technology. A mixed-methods approach was used to answer two research questions: first, what major organizational cultural differences exist between organizations that utilize IRIS versus those that do not? And second, in organizations that utilize IRIS effectively, what aspects of organizational culture do staff perceive? While the quantitative results from the first research question yielded no significant differences between engaged and non-engaged organizations, the qualitative themes that emerged from the interviews are rich with recommendations for discerning what organizations can be fertile soil for implementation of the system. Participants identified four major themes that can direct the growth of the IRIS network: Person-centered, Community Partnerships, Growth Mindset, and Flexibility.