WIXLIB

Ali M.A., Mahmood A., Zafar U., Nazim M., 2021. The Power of ADKAR Change Model in InnovativeTechnology Acceptance under the Moderating Effect of Culture and Open Innovation. LogForum 17 (4), 485502. http://doi.org/10.17270/J.LOG.2021.623employee expertise Chang,(2012). A firm’s capacitytechnology and ideas ininformation techniquesleveraging those.Gong, and Pengto improve newterms of usingefficiently andculture are more probably may lessen anddiscourage technology adoption behaviors [Laiet al., 2016; Alhirz, Sajeev, 2015]. Whereas,power distance (PD) positively encourages andmoderates the technology adoption behavior[Baptista, Oliveira, 2015]. The discussionconcludes that there has been amplification inusage due to the inception of IT, but manychallenges have to be faced across the culturesof different countries. In progress, the workintends to pack up space by investigating theeffect of the ADKAR change model ontechnology adoption under the moderationeffect of culture in the banking sector. Giventhat, this study has been designed to examinehow change management helps reduceresistance levels in employees whenimplementing informational technology in thebanking sector.On the other hand, change managementused as a vast field in organizations for the pastfive decades [Diefenbach, 2007]. There aremany models, theories, and concepts used bymanagers to cope with resistance to changefrom the side of employees. Organizationalchange management means how things andbehavior of people are changed from its statusquo (current) into the expected situation bypassing it out from the transformational phase[Diefenbach, 2007]. This kind of changemanagement deals with the analysis, bring intothe structure and plan in change phasesproposed by the early findings of Kurt Lewinresearch in the ground of organizationalchanges [Burnes, 2004]. Primarily, there aretwo core reasons for resistance to change: lackof motivation and lack of ability. Manyemployees are not informed about changeconcerning its aims and benefits. This problemcan also be solved through transparent andclear communication. Organizations do notchange, but people change themselves.Employee resistance is a major hindrance inthe organizational change process. ADKAR isan acronym of five letters building blocks(ADKAR) for successful change [Hiatt, 2006].LITERATURE REVIEWTechnology Acceptance Model (TAM)A number of theoretically based modelshave been developed and used to study thebehavior of the user in the direction ofacceptance and the practice behavior of upand-cominginformationtechnologies,including Rogers’ diffusion theory, the Theoryof Reasoned Action (TRA), and the Theory ofPlanned Behaviour (TPB) [Ruele, 2015; Gu, etal., 2019; Rafiqu, et al., 2020]. From thisresearch stream, the Technology AcceptanceModel (TAM) has emerged as a powerful andparsimoniousmodelrepresentingtheantecedents of technology usage throughbeliefs related to the Perceived usefulness andPerceived ease of use of technology [AlRahmi, et al., 2019]. Previous research has alsoshown that the TAM explains a higher level ofvariance in systems use than the TRA, TPBand the Decomposed TPB. Therefore, theTAM will be used in this study to understandemployee adoption of the banking industry[Rahman, et al., 2017; Kashada, et al., 2020].At present, more than 3500 organizationshave adopted and using the ADKAR changemodel to manage the people side of changesuccessfully. The previous studies reflect that anew user should choose the ADKAR model formanaging change elements because each phaseof the ADKAR change model is clearlyexplained. The first and foremost rule, oneshould never forget that no change will bringand success unless individuals are willing toadopt change; no concern whatever, changemodel is being used [Calder, 2013]. Thesuccess of a change project depends entirely onthe desire of an individual to accept, support,and implement the desired change in theorganization effectively [Ruele, 2015].TAM has been gone under the process oftesting, and various researchers have adopted itin IS as well as in IT. It was broadened toevaluate the “acceptance” and “voluntary use”of mobile phone camera technology in Kuwait.In past studies, the high degree ofuncertainty avoidance (UA) and collectivistic487

,Ali M.A., Mahmood A., Zafar U., Nazim M., 2021. The Power of ADKAR Change Model in InnovativeTechnology Acceptance under the Moderating Effect of Culture and Open Innovation. LogForum 17 (4), 485502. http://doi.org/10.17270/J.LOG.2021.623In his study, Davis (1986) proposed thatconsumers’ inspiration could be elaborated viathree major factors: Perceived Ease of Use,Perceived Usefulness, and Attitude in thedirection of using the system. He conjecturedthat the usage tendency is a crucialdetermining factor in whether the consumerwill consume or refute the system [Rafique, etal., 2020]. ATU is affected by two mainpresuppositions: Perceived Usefulness andPerceived Ease of Use, with Perceived Ease ofUse imposing direct impact on PerceivedUsefulness. So, mutually the presuppositionswere speculated to be affected straight by thesystem-designed features.Table 1. Literature review Sum-up of TAMTechnologyExaminedInternet usageYearAuthor(s)2011Abbasi et alSampleFindings504 academicsPerceived usefulness was founded as the most important andsignificant assemble in Internet acceptance.The current study concluded in technologically chaoticenvironments and interaction between the firms’ supply chain,perceived usefulness and ease of use intentions towards technologyusage in the supply chain are proved stronger.Overall concluded results are supported in order to the extendedmodel. TAM3Perceived usefulness by end-user was found to encompassinconsequential weight on the user intention electronic toll and taxcollection acceptancePerceived usefulness by end users was found to have the mostnoteworthy element of physician's willingness to admit atechnology.Consequences concluded the relevance of information and usersatisfaction as exterior variables towards traditional TAM.2010Autry et al.Supply Chain andTechnology195 End users2008Various office ITsystemsElectronic tolls andtax collection150 Employees2007Venkatesh &BalaChen et al.2006Yi et al.PDA222 physicians2005Wixom &Todd456 employeesfrom2004Ong et al.Warehousepredefined reportingandSoftware.E-learning system2004Vijayasara-thyOnline shopping2004aShihE-shopping2003Gefen et al.Online commerce2001Moon & KimWorld Wide Web2000VenkateshOnline help systemMultimedia system19991995Agrawal &PrasadIgbaria et al.1992Adams et al.1989Davis1989Davis et al.SoftwareapplicationsUsage ofMinicomputerVoice and emailSoftware’sapplicationsEmail and fileeditor, Plus,graphic systemsWord Processor230 TechnologyEducated Staff236 MastersStudents192 Staff memberof differentorganization114 employees,40 Masterstudents107 Masterstudents2011KuanchinChen et al.2012JudithSchoonenboomSelf-Efficacy andusage ofsmartphoneTechnologicalLearning systemService Companywith sample size376 in Taiwan.One hundred andeight instructorsof university255 individualmotorists140 engineersworking in 6companies281 residentsUSA212 employees ofSMEsbusiness students152 graduatestudents70 employees212 employee488Computer self-efficacy was proven to positively result in bothconstructs' perceived usefulness and perceived ease of use by endusers.Security, usefulness compatibility and ease of use, have beenproven significant effecting constructs on the attitude of userstowards online shopping usageThe findings of the study confirmed the theoretical postulation ofthe TAMTrust, perceived usefulness, and perceived ease of use weresignificant determinants of online shopping intentionPerceived usefulness and perceived playfulness are consideredsignificant effects on intention to use.Anchor elements were used to form perceived ease of use about anew system and with increased experience, adjustments play animportant role in determining system-specific PEOU.Authentication of the relationship of individual dissimilarities andtechnology adoption intervened by the TAM and center beliefs.Deep-rooted the consequence of exterior variables on usage andverified previous associations among TAM beliefs and constructs.Confirmed validity and reliability of two main beliefs of perceivedusefulness and perceived ease of use measurement. It also found amajor role of perceived usefulness on system usage.Six item scales with lofty reliability for the two constructsperceived usefulness and perceived ease of use.Behavioral intentions towards technology adoption of consumerswere found the chief component of technology usage behavior.Feelings and attitudes have no intervening effect betweenperceived usefulness and perceived ease of use towards technologybehavioral intention.The findings of this study portray in Taiwan that there is a majorrole of self–efficacy and technology usage.First, affected by task significance, an option is prepared to eithercarry out a definite task or not. Second, after the verdict has beenready to carry out the task, and affected by the usefulness and ease

Ali M.A., Mahmood A., Zafar U., Nazim M., 2021. The Power of ADKAR Change Model in InnovativeTechnology Acceptance under the Moderating Effect of Culture and Open Innovation. LogForum 17 (4), 485502. )TechnologyExaminedSampleFindings2012Sun Joo Yooet al.Motivation and elearning261 employees infoodservicecompany in SouthKorea2013Dr. IbrahimIssa AbuNahlehInformationTechnology andLeadershipCase Study at AlHikma Company"Size: 502014Hsien-ChengLin146 physiciansfrom the UnitedStates and 460from Taiwan2014EscobarRodríguez ohamedAbou-Shouket al.Culture, informationtechnology andKnowledgeManagementSystemUTAUT Model andElectronic tickingof use of the learning management system in school, an option ismade between amateur dramatics the task using the LMS and usingsubstitute means.The findings revealed that intrinsic motivators (effort expectancy,attitudes, and anxiety) affected employees’ intention to use elearning in the workplace more strongly than extrinsic motivators(performance expectancy, social influence, and facilitatingconditions).Leadership is a crucial element in organizational success andfailure. IT helps bring organizational change. Therefore, dynamicleadership is an important part of most organizations fororganizational competitive advantage and continued existence.The findings provide that disparities in culture might influence theperceptions of a physician of the united states and Taiwan aboutthe system of knowledge management in adoption in the healthcareinstitutions of twin countries.One thousandninety-sixcustomers of LCCflightsThree HundredBankingEmployeesThe study results show that significant buying factors behavior istrust, customer’s habit, cost-saving behaviour, technology ease ofuse, the performance of e-ticking, and pleasant motivation andsocietal factors.There are three mediators found with the four beliefs and intentionof an employee towards using technology in a real-time scenariofor developers and managers of the bank.E-commerceA sample size offour hundred fiftyone travel agentsof renownedentities of Egypt.The results of the study show the noteworthy influence ofenvironmental pressures lead to perceived advantages andconstraints in e-commerce acceptance. Whereas the strategies ofsmall and medium enterprises travel, agents are moving theirbusiness towards e-commerce in order to capture the global travelmarket share.The following factors were found significantly influential inelectronic banking acceptance by the end-users, as mentionedbelow.User trust in technology and financial institutionUser perception of ease and usefulness about technology with lesscomplexity.When there are similar features in attitudes and foresight ofcommercial agents, an extreme level of resistance is faced by theentity due to people's common belief. Whereas, When there is adifferent and heterogeneous nature of features in attitudes andforesight of commercial agents, there are high chances oftechnology acceptance by end-users/ commercial agents.The findings of the study portray significant technology ingredientsacceptance, like, social influence, technological playfulness, alsorecommended as the component to create an e-auctionsenvironment in China business economy.20152016Technologyreadiness index(TRI) and TAM2016Indrajit Sinha,SujitMukherjeeE-banking afterworking hoursFrom 428 bankemployees inIndia2017Huayi Chen,Tieju Maheterogeneousagents andTechnologyAcceptanceTwo hundred andfifty Sale Officersof china2017Rui Li, Te-LinDoreenChung,E-auctions in theeconomy China210 were currente-auctions’ users Ability to apply requisite talents andbehavior Reinforcement to preserve the broughtchangesADKAR Change ModelOrganizations do not change, but peoplealways change themselves. Employees’resistance is a first and foremost obstacle in theorganizational change process. ADKAR is anacronym of five letters building slabs forsuccessful change [Hiatt, 2006]. Awareness about the necessitate of newchanging Desire to shore up the changes Knowledge about how to bring changeADKAR was initially discovered by Hiat in2003, but after in-depth research carried out byProsci on more than 700 companies that weregone through by major change project andADKAR became a practical instrument ofmanaging the people side of change. Prosci isthe world’s largest and leading changemanagement consultancy center founded by489

,Ali M.A., Mahmood A., Zafar U., Nazim M., 2021. The Power of ADKAR Change Model in InnovativeTechnology Acceptance under the Moderating Effect of Culture and Open Innovation. LogForum 17 (4), 485502. http://doi.org/10.17270/J.LOG.2021.623Hiat in 1994. It exclusively pays attention tothe managing people side of change.This is because cultural characteristics havehampered the transfer and transit of technologydue to substantial and insubstantial knowledgebecause of communication hurdles [FletcherBrown, et al., 2020].Uncertainty AvoidanceUncertainty avoidance reveals the level towhich the individual of a civilization believesis endangered by indistinctness and is ruleoriented based. According to the literature,fragile uncertainty avoidance cultures havesome extent, better enthusiasm to receive risksconnected with new processes and measures.This culture, for instance, might besupplementary willing to strive for newfangled technology before it that has beendemonstrated in erstwhile organizations[Shore, Venkatachalam, 1996]. Shore &Venkatachalam (1996) also said that whilecultures are classified by strong uncertaintyavoidance, the introduction of new technologywill surely elevate the nervousness level of itsmass for implements, top managers/bosses andend-users. There is always a vast, excitingdemand for static regulations, more in writtenor unwritten form. Workers in well-builtuncertainty avoidance cultures tend to resideamid their organizations for a very long time.In difference, those from weak and softnessuncertainty avoidance cultures show moretransportable towards Organizational changes,whereas, in strong and robust uncertaintyavoidance cultures, employees are probably toentertain physically powerful resistance, whichcreates difficulty relocating to change theadminister [Vörös, Choudrie, 2011].Research conducted by Bhagat et al. (2002),at what time it is to receive and transferknowledge, then individualists always lookingfor information in its relative contextual form,along with they emphasize the importance ofinformation in printed form that are more to beexpected to believe such information [Bhagat,et al., 2002]. Whereas persons in collectivistbased cultures are less expected exceptindividualists to emphasize the importance ofinformation in black and white and aresupplementary expected than individualists toclose the eyes to the same information?Individualistic cultures are additionallyexpected than collectivistic cultures tooperationalize the risk.Uncertaintyavoidancestatesthatindividuals in the culture have a preferenceplanned over shapeless and formless situations.In simple words, do persons think and feelendangered by confusing events, and have theyformed attitudes, beliefs, and organizationsthat seek to keep away from these? Accordingto Pauleen's (2007) research findings, thesefeelings are uttered from side to side anxiousstress, avoidance or yet penalty of risk-based,and the necessitate for safekeeping,preventability, and in addition to in black andwhite plus unrecorded rules. Uncertaintiesavoiding based cultures are likely toencompass an additional institutionalized set oflaws to transfer knowledge compared touncertainty acceptance cultures because clearregulations are formed to preserve refuge andobviousness.Knowledge TransferThis is obvious to technology transmittotally depends on knowledge transfer toexecute new technology successfully. Forseveral novel technologies, supplementaryinformation ought to be transmitted to makeuse of not presently technological knowledge.Besides, community knowledge concerningwho gets know what it is to smooth theprogress of superior technology makes use ofafter it execution process. The information thatperceivedculturaldistancepersuadesprofessional executive decisions to come intospecific overseas markets consisted of thenational cultures and cultural distanceinfluencing the knowledge transfer process.Inbound and Outbound Open InnovationInbound open innovation and outboundopen innovation play a vital role in acquiringnew knowledge and developments, specificallydeveloping SI. The current studies define thatopen innovation has to pay ever-increasingattention to the research of strategicinnovation. Chesbrough, 2006, described openinnovation as purposive inflows and outflows490

Ali M.A., Mahmood A., Zafar U., Nazim M., 2021. The Power of ADKAR Change Model in InnovativeTechnology Acceptance under the Moderating Effect of Culture and Open Innovation. LogForum 17 (4), 485502. http://doi.org/10.17270/J.LOG.2021.623of knowledge to accelerate internal innovationand expand markets for external use ofinnovation. The managing board of openinnovation (inbound or outbound) increasinglysignificantly incorporates strategies, and manyscholars are able to find the OI that is the bestcrucial component to the achievements oforganization’s SI [West, Bogers, 2017].In recent times, the most significant way toemphasize open inbound innovation and thevigorous deviations by anticipating ways ofcooperation and relationship [Yun, et al.,2016]. Therefore, this study intends to activefunctions and roles, classifying the openinnovation system's vibrant revolution andimposing different technological techniques inopen innovation. This research emphasizesvibrant “metaphor” in lieu of the openinnovation types, inbound open innovation andoutbound open innovation. These analysismetaphors of inbound open innovation andoutboundopeninnovationperformingquantitative and inevitable perceived (systempower and relationship [Lee, et al., 2016].On the other hand, we have faceda shortage of research in active explicit inquirythat is straightly capable of recognizing theparadigm of open innovation. Instead ofconsuming factual and concreting kind of openinnovation (open inbound innovation) in pastresearches, th e scholars also focusedpatent analysis was emerging latestclassification of our individual outcomes[Petruzzelli, et al., 2015]. Similarly, limitedresearch was tried to choose realistic and rivalsassociates by open innovation, deprived ofconcern about diverse open innovation.Conceptual FrameworkBased on a concentrated literature review,the following conceptual framework developedfor research.Fig. 1. Conceptual FrameworkH2: There is a significant relationship betweenDesire and Perceived Ease of Use.H3: There is a significant relationship betweenKnowledge and Perceived Ease of Use.H4: There is a significant relationship betweenAbility and Perceived Ease of Use.Research HypothesisH1: There is a significant relationship betweenAwareness and Perceived Ease of Use.491

,Ali M.A., Mahmood A., Zafar U., Nazim M., 2021. The Power of ADKAR Change Model in InnovativeTechnology Acceptance under the Moderating Effect of Culture and Open Innovation. LogForum 17 (4), 485502. http://doi.org/10.17270/J.LOG.2021.623H5: There is a significant relationship betweenReinforcement and Perceived Ease ofUse.H6: Perceived Ease of Use positively influencePerceived Usefulness.H7: Perceived Ease of Use significantlymediates the relationship betweenAwareness and Perceived Usefulness.H8: Perceived Ease of Use significantlymediates the relationship between Desireand Perceived Usefulness.H9: Perceived Ease of Use significantlymediates the relationship betweenKnowledge and Perceived Usefulness.H10: Perceived Ease of Use significantlymediates the relationship between Abilityand Perceived UsefulnessH11: Perceived Ease of Use significantlymediates the relationship betweenReinforcement and Perceived Usefulness.H12: Uncertainty Avoidance significantlyModerates the relationship betweenAwareness and Perceived Ease of Use.H13: Uncertainty Avoidance significantlyModerates the relationship betweenDesire and Perceived Ease of Use.H14: Uncertainty Avoidance significantlyModerates the relationship betweenKnowledge and Perceived Ease of Use.H15: Uncertainty Avoidance significantlyModerates the relationship betweenAbility and Perceived Ease of Use.H16: Uncertainty Avoidance significantlyModerates the relationship betweenReinforcement and Perceived Ease ofUse.H17: Outbound Open Innovation Moderatesthe relationship between Perceived Easeof Use and Perceived Usefulness.H18: Inbound Open Innovation Moderates therelationship between Perceived Ease ofUse and Perceived Usefulness.explaining study category, investigations ofstudy, unit of analysis, and data collectionst

technology adoption under the moderation effect of culture in the banking sector. Given that, this study has been designed to examine how change management helps reduce resistance levels in employees when implementing informational technology in the banking sector. LITERATURE REVIEW Technology Acceptance Model (TAM)