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Organizational challenges of local government in emergency preparedness for natural disaster response: A systematic review
No full textThe chaos that natural disasters inflict upon society, particularly the ability of local government
to adapt their emergency preparedness plan, raises questions about the processes in how local
government plans to protect the people they serve. Many areas affected by natural disasters still
rely on federal assistance for recovery and relief efforts. Emergency preparedness begins at the
local government level and ends at the local government level, but there are always barriers that
can hinder the processes that would make recovery and relief efforts sustainable. The purpose of
this dissertation was to enhance managerial knowledge about the organizational challenges that
affect local government during natural disasters. For this purpose, the research explored some of
the common challenges that hinder the effectiveness of emergency preparedness plans. Those
challenges include communication, cooperation, policy, awareness, response, recovery, and
preparedness. A systematic review was conducted to research, appraise, and find evidence-based answers to the
research question, “What organizational challenges impact local government, thereby hindering
the effectiveness of an emergency preparedness plan for natural disaster response?” The research
covered a period of years from 1985 to 2021 for peer-reviewed, academic scholarly journals that
were chosen from these three databases: the UMGC ONESEARCH, SCOPUS, and the
ABI/INFORM databases. The search resulted in 15,444 articles, which were narrowed down to
45 articles that were used for the systematic review. The 45 articles were critically appraised
using the Weight of Evidence with TAPUPAS framework benchmark and coded using
ATLAS.ti. Thematic synthesis was conducted, and the results indicated four analytical themes
that answered the research question. Those themes were (1) communication and cooperation are
centerpieces for partnerships in an effective emergency preparedness plan, (2) leadership must
understand and be knowledgeable about emergency management and understand the risk that
natural disasters can pose to human life, (3) policymaking for emergency management requires
community awareness for the planning process, and (4) funding is necessary for all required
resources needed for recovery and relief efforts. The recognition of the organizational challenges
helped to identify the recommendations that were made to remedy these challenges for local
governments. Local government must continue to communicate and cooperate with all
stakeholders within emergency management for an effective preparedness plan for natural
disaster response.LOCAL GOVERNMENT EMERGENCY MANAGEMENT CHALLENGES i
ABSTRACT
Title of Dissertation:
ORGANIZATIONAL CHALLENGES OF LOCAL GOVERNMENT IN EMERGENCY PREPAREDNESS FOR NATURAL DISASTER RESPONSE: A SYSTEMATIC REVIEW
Kenneth Oneal Washington,
Doctor of Business Administration, 2022
The chaos that natural disasters inflict upon society, particularly the ability of local government to adapt their emergency preparedness plan, raises questions about the processes in how local government plans to protect the people they serve. Many areas affected by natural disasters still rely on federal assistance for recovery and relief efforts. Emergency preparedness begins at the local government level and ends at the local government level, but there are always barriers that can hinder the processes that would make recovery and relief efforts sustainable. The purpose of this dissertation was to enhance managerial knowledge about the organizational challenges that affect local government during natural disasters. For this purpose, the research explored some of the common challenges that hinder the effectiveness of emergency preparedness plans. Those challenges include communication, cooperation, policy, awareness, response, recovery, and preparedness. LOCAL GOVERNMENT EMERGENCY MANAGEMENT CHALLENGES ii
A systematic review was conducted to research, appraise, and find evidence-based answers to the research question, “What organizational challenges impact local government, thereby hindering the effectiveness of an emergency preparedness plan for natural disaster response?” The research covered a period of years from 1985 to 2021 for peer-reviewed, academic scholarly journals that were chosen from these three databases: the UMGC ONESEARCH, SCOPUS, and the ABI/INFORM databases. The search resulted in 15,444 articles, which were narrowed down to 45 articles that were used for the systematic review. The 45 articles were critically appraised using the Weight of Evidence with TAPUPAS framework benchmark and coded using ATLAS.ti. Thematic synthesis was conducted, and the results indicated four analytical themes that answered the research question. Those themes were (1) communication and cooperation are centerpieces for partnerships in an effective emergency preparedness plan, (2) leadership must understand and be knowledgeable about emergency management and understand the risk that natural disasters can pose to human life, (3) policymaking for emergency management requires community awareness for the planning process, and (4) funding is necessary for all required resources needed for recovery and relief efforts. The recognition of the organizational challenges helped to identify the recommendations that were made to remedy these challenges for local governments. Local government must continue to communicate and cooperate with all stakeholders within emergency management for an effective preparedness plan for natural disaster response.
Keywords: local government, emergency management, emergency preparedness, communication, community awareness, policymaking, funding
LOCAL GOVERNMENT EMERGENCY MANAGEMENT CHALLENGES iii
ORGANIZATIONAL CHALLENGES OF LOCAL GOVERNMENT IN EMERGENCY PREPAREDNESS FOR NATURAL DISASTER RESPONSE: A SYSTEMATIC REVIEW
By
Kenneth O. Washington
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2022
LOCAL GOVERNMENT EMERGENCY MANAGEMENT CHALLENGES iv
LOCAL GOVERNMENT EMERGENCY MANAGEMENT CHALLENGES v
© Copyright by
Kenneth O. Washington
2022
LOCAL GOVERNMENT EMERGENCY MANAGEMENT CHALLENGES vi
Dedication
I dedicate this dissertation to five very important people who are no longer here with me. My uncle, Shawn Tucker, I miss you man and I made it to the top just like you said I would. Thank you for seeing the vision, being my sounding board and for taking me in when I needed a male mentor and safety. My uncle, Calvin Lockharrt, I miss you too uncle. I miss our talks when things got hard for me. You were always there for me when I needed you. My aunt, Valerie Tucker, you always watched over me and kept me out of trouble during high school and through my years at Bowie State University. Thank you for being my protector and my guiding light. I also dedicate this to both of my grandmothers, Dorothy Ryles and Annie Fae Patterson. I love you and I miss you both immensely.
LOCAL GOVERNMENT EMERGENCY MANAGEMENT CHALLENGES vii
Acknowledgements
I want to first thank Dr. Schuyler Jarrow for being an outstanding mentor and for pushing me so hard to finish this dissertation journey. I want to thank Dr. James Gelatt for being an awesome second mentor. You also pushed me to better my writing and thinking. I want to thank the awesome members of my cohort, Dr. Alla Levin, Dr. Rosemary Ascencio, Dr. Tanisha Clarke, Dr. Dale Luke-Jackson, Dr. Nicolas Gingue, Dr. Ed Sierra, Dr. Dima Brown, Dr. Lynda Aldana, Dr, Edmund Gyandoh, and Dr. Envia Malone. You all have been an unbelievable support system for me. We will remain friends forever. I would also like to give the biggest thank you to one of my favorite persons in the world, my editor, and best friend, Soror Kristin Johnson of Zeta Phi Beta Sorority, Inc. Without you, I would have not survived this dissertation process. I would like to thank my other best friend, Frances Whalen, for being a wonderful SME and support person. I would also like to thank my fraternity brother from Phi Beta Sigma, Fraternity, Inc., Mr. Andre Artis for being my other SME. You have been a source of information and an awesome friend. I would like to thank my mom, Beverly Washington; my dad, Kenneth Patterson; and my significant other, Rosalind Gibson for being so patient with me through this process. A special recognition goes out to Mrs. Vera Diane Chesley for helping me realize that I had the potential to obtain this doctoral achievement. You were the first person who saw so many things in me that I did not envision in myself. Thank you so much. I appreciate you all. I thank you all so much and I love you all.
LOCAL GOVERNMENT EMERGENCY MANAGEMENT CHALLENGES viii
LOCAL GOVERNMENT EMERGENCY MANAGEMENT CHALLENGES ix
Table of Contents
ABSTRACT .................................................................................................................................... i
ORGANIZATIONAL CHALLENGES OF LOCAL GOVERNMENT IN EMERGENCY PREPAREDNESS FOR NATURE DISASTER RESPONSE: A SYSTEMATIC REVIEW....... iii
Dedication ..................................................................................................................................... vi
Acknowledgements ....................................................................................................................... vii
Table of Contents ........................................................................................................................... ix
List of Tables ............................................................................................................................... xii
List of Figures ............................................................................................................................... xv
Chapter 1: Introduction and Overview of the Management Problem ............................................. 1
Background and Overview ................................................................................................. 1
Importance/Significance to Management Practitioners ...................................................... 5
Management Problem in this Topic Area ............................................................... 6
Problem Statement and Significance of the Problem ......................................................... 6
Purpose of the Study and The Research Question .............................................................. 7
Research Question .................................................................................................. 8
Rationale for this Study ...................................................................................................... 9
Discussion of Concept and/or Themes ............................................................................. 10
Definitions and Terminology ............................................................................................ 11
Chapter Summary ............................................................................................................. 13
Chapter 2: Scoping Literature Review and Theoretical Frame .................................................... 15
Theoretical Framework ..................................................................................................... 15
General Systems Theory ....................................................................................... 16
Scoping Literature Review ............................................................................................... 20
Natural Disasters Happen ..................................................................................... 20
Local Government/Federal Government (FEMA)................................................ 24
Organizational Challenges .................................................................................... 28 LOCAL GOVERNMENT EMERGENCY MANAGEMENT CHALLENGES x
Emergency Preparedness Plan .............................................................................. 34
The relationship of emergency preparedness to local government and organizational challenges ...................................................................................... 37
Themes .................................................................................................................. 38
Conceptual Framework ......................................................................................... 44
Chapter Summary ............................................................................................................. 46
Chapter 3: Method ........................................................................................................................ 47
Review Design and Methodology ..................................................................................... 47
The Evidence-Based Research Framework .......................................................... 47
Systematic Review ................................................................................................ 48
Systematic Review Process................................................................................... 48
Search Strategy ..................................................................................................... 50
Method of Quality Appraisal of the Included Studies .......................................... 53
PRISMA Diagram ................................................................................................. 59
Analysis and Synthesis Methodology ................................................................... 65
Chapter Summary ............................................................................................................. 68
Chapter 4: Analysis and Findings ................................................................................................. 69
Review of the Research Question ..................................................................................... 69
Description of the Data Set ............................................................................................... 70
Results of Coding .............................................................................................................. 72
Level One Coding: Text Codes............................................................................. 72
Level Two Coding (Descriptive Themes)............................................................. 73
Level Three Coding (Analytical Themes) ............................................................ 76
Findings and Discussion ................................................................................................... 77
Level Three Analytical Theme 1 .......................................................................... 77
Level Three Analytical Theme 2 .......................................................................... 78
Level Three Analytical Theme 3 .......................................................................... 79
Level Three Analytical Theme 4 .......................................................................... 80
Summary of Findings ........................................................................................................ 81
Revised Conceptual Model/Framework ........................................................................... 82 LOCAL GOVERNMENT EMERGENCY MANAGEMENT CHALLENGES xi
Chapter Summary ............................................................................................................. 85
Chapter 5: Conclusion and Implications ....................................................................................... 87
Review of the Research .................................................................................................... 87
Answer to the Research Question ..................................................................................... 88
Implications for Practice ................................................................................................... 89
Recommendations for Management ................................................................................. 90
Recommendation 1 ............................................................................................... 91
Recommendation 2 ............................................................................................... 93
Recommendation 3 ............................................................................................... 95
Recommendation 4 ............................................................................................... 99
Limitations of the Study.................................................................................................. 102
Areas of Future Research ................................................................................................ 103
Final Summary and Conclusion ...................................................................................... 103
References .................................................................................................................................. 105
Appendix A ................................................................................................................................ 122
Appendix B ................................................................................................................................ 124
LOCAL GOVERNMENT EMERGENCY MANAGEMENT CHALLENGES xii
List of Tables
Table 1 Inclusion and Exclusion Criteria ..................................................................................... 53
Table 2 TAPUPAS and Criteria Definitions ................................................................................ 54
Table 3 TAPUPAS Dimensions Scoring Mechanism .................................................................. 56
Table 4 Weight of Evidence with TAPUPAS Dimensions .......................................................... 57
Table 5 Weight of Evidence with TAPUPAS Dimensions Scoring Chart .................................. 59
Table 6 Data Set – 45 Appraisal Articles ..................................................................................... 61
Table 7 TAPUPAS Criteria Results ........................................................................................... 122
Table 8 Appraisal chart/Data extraction – Study Article 1 ........................................................ 124
Table 9 Appraisal chart/Data extraction – Study Article 2 ........................................................ 125
Table 10 Appraisal chart/Data extraction – Study Article 3 ...................................................... 126
Table 11 Appraisal chart/Data extraction – Study Article 4 ...................................................... 127
Table 12 Appraisal chart/Data extraction – Study Article 5 ...................................................... 128
Table 13 Appraisal chart/Data extraction – Study Article 6 ...................................................... 129
Table 14 Appraisal chart/Data extraction – Study Article 7 ...................................................... 130
Table 15 Appraisal chart/Data extraction – Study Article 8 ...................................................... 131
Table 16 Appraisal chart/Data extraction – Study Article 9 ...................................................... 132
Table 17 Appraisal chart/Data extraction – Study Article 10 .................................................... 133
Table 18 Appraisal chart/Data extraction – Study Article 11 .................................................... 134
Table 19 Appraisal chart/Data extraction – Study Article 12 .................................................... 135
Table 20 Appraisal chart/Data extraction – Study Article 13 .................................................... 136
Table 21 Appraisal chart/Data extraction – Study Article 14 .................................................... 137
Table 22 Appraisal chart/Data extraction – Study Article 15 .................................................... 138 LOCAL GOVERNMENT EMERGENCY MANAGEMENT CHALLENGES xiii
Table 23 Appraisal chart/Data extraction – Study Article 16 .................................................... 139
Table 24 Appraisal chart/Data extraction – Study Article 17 .................................................... 140
Table 25 Appraisal chart/Data extraction – Study Article 18 .................................................... 141
Table 26 Appraisal chart/Data extraction – Study Article 19 .................................................... 142
Table 27 Appraisal chart/Data extraction – Study Article 20 .................................................... 143
Table 28 Appraisal chart/Data extraction – Study Article 21 .................................................... 144
Table 29 Appraisal chart/Data extraction – Study Article 22 .................................................... 145
Table 30 Appraisal chart/Data extraction – Study Article 23 .................................................... 146
Table 31 Appraisal chart/Data extraction – Study Article 24 .................................................... 147
Table 32 Appraisal chart/Data extraction – Study Article 25 .................................................... 148
Table 33 Appraisal chart/Data extraction – Study Article 26 .................................................... 149
Table 34 Appraisal chart/Data extraction – Study Article 27 .................................................... 150
Table 35 Appraisal chart/Data extraction – Study Article 28 .................................................... 151
Table 36 Appraisa
Examining stakeholder relationships: What do campus decision makers think about and want from the academic library?
No full textThis dissertation aimed to examine how decision makers in higher education recognize the value the
academic library adds to that parent institution. Higher education institutions are complex
organizations, and the academic library plays a central role. A systematic review was used to answer the
research questions: How do decision makers view the university library’s value in today’s higher
education environment? And knowing what they think, what can academic library leaders do to improve
the perception of the library to those administrators? Stakeholder theory was used as the theoretical
lens for this systematic review. Stakeholder theory was selected because it supported the complexity of
the relationships in higher education institutions and the ability to focus on a single relationship
between the organization and a particular stakeholder. Four themes were identified, which were then
used to make recommendations for campus administrators and academic librarians in order to provide guidance on developing and successfully nurturing the important stakeholder relationship that exists
between those two campus entities.ACADEMIC LIBRARIES & CAMPUS DECISION MAKERS
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Abstract
Title of Dissertation:
EXAMINING STAKEHOLDER RELATIONSHIPS: WHAT DO CAMPUS DECISION MAKERS THINK ABOUT AND WANT FROM THE ACADEMIC LIBRARY?
Lynda L Aldana
Doctor of Business Administration, 2022
This dissertation aimed to examine how decision makers in higher education recognize the value the academic library adds to that parent institution. Higher education institutions are complex organizations, and the academic library plays a central role. A systematic review was used to answer the research questions: How do decision makers view the university library’s value in today’s higher education environment? And knowing what they think, what can academic library leaders do to improve the perception of the library to those administrators? Stakeholder theory was used as the theoretical lens for this systematic review. Stakeholder theory was selected because it supported the complexity of the relationships in higher education institutions and the ability to focus on a single relationship between the organization and a particular stakeholder. Four themes were identified, which were then used to make recommendations for campus administrators and academic librarians in order to provide ACADEMIC LIBRARIES & CAMPUS DECISION MAKERS
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guidance on developing and successfully nurturing the important stakeholder relationship that exists between those two campus entities.
Keywords: academic libraries, academic librarians, campus decision makers, provosts, stakeholder theory, universities
ACADEMIC LIBRARIES & CAMPUS DECISION MAKERS
iii
EXAMINING STAKEHOLDER RELATIONSHIPS: WHAT DO CAMPUS DECISION MAKERS THINK ABOUT AND WANT FROM THE ACADEMIC LIBRARY?
By
Lynda L Aldana
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2022
ACADEMIC LIBRARIES & CAMPUS DECISION MAKERS
iv
ACADEMIC LIBRARIES & CAMPUS DECISION MAKERS
v
ACADEMIC LIBRARIES & CAMPUS DECISION MAKERS
vi
© Copyright by
Lynda L Aldana
2022 ACADEMIC LIBRARIES & CAMPUS DECISION MAKERS
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Dedication
I would like to dedicate this to my Dad and my sister, Julie. Dad, you never knew I started this journey, but I hope you would be proud. Julie, you were the best sister, and I miss you dearly. I am sorry you did not see me finish. Scott, I love having you as a brother, and you have been especially great these last few years – making me laugh when I needed it most. To Isabel, you are the most wonderful, amazing daughter – the best part of me. I cannot wait to see all that you will accomplish! ACADEMIC LIBRARIES & CAMPUS DECISION MAKERS
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Acknowledgments
To begin with, thank you to my cohort, both large and small you are some of the very best, most supportive people I know. Thank you, Aunt Bettye – it was your birthday gift that paid my first fees for the program. You wanted me to spend it on myself, but little did you know this was what I had in mind. Thank you to the Council – you are wonderful. I could not ask for a better group of trusted advisors but mostly, laughing with you when being a librarian becomes harder than it should. Thank you also for believing in me. Thank you, Elizabeth, for constantly suggesting a chapter on Ed Siennicki. It helped me consider the possibility that I might make it to the end and need to write that chapter. Thank you, Angela, LaTanya, and Sherry for being some of the best friends I could have. Finally, thank you to Dr. Gelatt for mentoring me through this process. I could not have finished without your guidance and support.
ACADEMIC LIBRARIES & CAMPUS DECISION MAKERS
ix
Table of Contents
Abstract .......................................................................................................................................................... i
Dedication ................................................................................................................................................... vii
Acknowledgments ..................................................................................................................................... viii
Table of Contents ......................................................................................................................................... ix
List of Tables ................................................................................................................................................ xi
List of Figures .............................................................................................................................................. xii
Chapter 1: Introduction and Overview of the Management Problem .......................................................... 1
Background and Overview ......................................................................................................................... 5
Problem Statement and Significance of the Problem ................................................................................ 5
The Research Question .............................................................................................................................. 6
Significance of the Study ............................................................................................................................ 9
Definitions and Terminology .................................................................................................................... 10
Chapter Summary ................................................................................................................................... 12
Organization of the Dissertation .............................................................................................................. 13
Chapter 2: Scoping Literature Review and Theoretical Frame .................................................................... 14
The Literature Landscape or Scoping Literature Review .......................................................................... 14
Research on Library Value ........................................................................................................................ 21
Theoretical Framework ............................................................................................................................ 29
Conceptual Framework ............................................................................................................................ 31
Chapter Summary ................................................................................................................................... 33
Chapter 3: Method ..................................................................................................................................... 35
Review Design and Methodology ............................................................................................................. 35
The Evidence-Based Research Framework .......................................................................................... 35
Systematic Reviews............................................................................................................................. 36
Systematic Review Process .................................................................................................................. 36
Formulating the Research Question .................................................................................................... 37
Search Strategy ................................................................................................................................... 37
Method of Quality Appraisal of the Included Studies ......................................................................... 39
Results of the Quality Appraisal of the Data Set ...................................................................................... 41
Scores for Studies Included in the Quality Appraisal........................................................................... 42
PRISMA Diagram ................................................................................................................................. 43
Analysis and Synthesis ......................................................................................................................... 45
Method of Synthesis ............................................................................................................................ 48
Chapter Summary ................................................................................................................................... 48
Chapter 4: Analysis and Findings ................................................................................................................. 49
Review of the Research Question ............................................................................................................ 49
Description of the Data Set ...................................................................................................................... 49
Additional Characteristics of the Final Data Set ....................................................................................... 51
Description of Themes ............................................................................................................................. 54
Theme 1: Administrators’ Views About the Library, Librarians, and Library Value ............................ 54
Theme 2: Partnerships and Engagement with the Campus Community (Stakeholder Relationships) ............................................................................................................................................................ 56 ACADEMIC LIBRARIES & CAMPUS DECISION MAKERS
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Theme 3: Communicating Value to Senior Leadership ....................................................................... 58
Theme 4: Budgeting Practices and Decision Making ........................................................................... 59
Summary of Findings ............................................................................................................................... 61
Revised Conceptual Model/Framework ................................................................................................... 62
Chapter Summary ................................................................................................................................... 63
Chapter 5: Conclusions and Implications .................................................................................................... 64
Review of the Research ............................................................................................................................ 64
Answer to the Research Question ............................................................................................................ 65
Implications ............................................................................................................................................. 65
Management Recommendations ............................................................................................................. 66
Recommendation 1: Library Leaders Should Develop Close Working Relationships With The Senior Administrators to Whom They Report as Well as Those in Supporting Leadership Roles.................. 66
Recommendation 2: Library Directors Need to Educate Senior Administrators About Changes in Technology, Collections, and Services That the Library Provides ....................................................... 67
Recommendation 3: Library Leaders Must be Vocal Advocates for the Library ................................. 68
Limitations of the Study ........................................................................................................................... 71
Areas for Future Research ........................................................................................................................ 72
Final Summary and Conclusion ................................................................................................................ 74
References .................................................................................................................................................. 75
Appendix A .................................................................................................................................................. 86
Appendix B ................................................................................................................................................ 112
ACADEMIC LIBRARIES & CAMPUS DECISION MAKERS
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List of Tables
Table 1 Inclusion and Exclusion Criteria ......................................................................................... 39
Table 2 Weight of Evidence With TAPUPAS Elements ................................................................... 41
Table 3 Ranges for Quality Appraisal Scores .................................................................................. 41
Table 4 Completed Weight of Evidence With TAPUPUS Scoring ................................................... 42
Table 5 Example of Data Extraction Table...................................................................................... 45
Table 6 Themes With Corresponding Concepts ............................................................................. 47
Table 7 Excerpt of Data Extraction Table ....................................................................................... 51
Table 8 Types of Studies ................................................................................................................. 52
Table 9 Sources of Articles and Frequency .................................................................................... 53 ACADEMIC LIBRARIES & CAMPUS DECISION MAKERS
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List of Figures
Figure 1 Conceptual Framework for Stakeholder Theory .............................................................. 32
Figure 2 PRISMA Flow Diagram ...................................................................................................... 44
Figure 3 PRISMA Flow Diagram Revisited ...................................................................................... 50
Figure 4 Number of Studies Published Each Year .......................................................................... 53
Figure 5 Revisited Conceptual Model............................................................................................. 62
ACADEMIC LIBRARIES & CAMPUS DECISION MAKERS
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Chapter 1: Introduction and Overview of the Management Problem
This dissertation aimed to examine how decision makers in higher education recognize the value the academic library adds to that parent institution. Given what is known about academic libraries, are there steps that can be taken to enhance their perception of the library’s role? In the Futures Thinking for Academic Librarians (Staley & Malenfant, 2010) report from the Association of College and Research Libraries (ACRL), the authors reported on 26 possible scenarios based on current trends at the time that could impact academic libraries over the next 15 years (p. 3). In less than 15 years, it is interesting to note that some of these scenarios were amazingly accurate. For example, the report's predictions that faculty would embrace more open educational resources (OERs) and that the library would play a role “as information collectors, organizers and evaluators” of OERs are occurring at many institutions. Another future scenario was that university and library IT systems would be the target of more cyberwar, cybercrime, and cyberterrorism attacks. This scenario has become a reality. Campus IT staff must protect students' personal and financial information while librarians strive to protect patron privacy in support of preserving intellectual freedom (Staley & Malenfant, 2010, p. 13). Also included in these scenarios was one that suggested the academic library of the future would be less visible and less necessary.
The scenario that suggested the academic library of the future would be less visible and less necessary anticipated that, as content providers became more robust, library services would be outsourced similarly to what colleges and universities did for bookstores and food services (Staley & Malenfant, 2010, p. 16). In this scenario, the library’s role in acquiring and curating content along with in-person services, such as subject-specific research assistance, would be reduced. It echoed the description of the deserted library in a 2001 article in the Chronicle of Higher Education. The author described early concerns about the decline of the library and printed materials as the availability of online resources increased (Carlson, 2001). Twenty-one years after Carlson’s (2001) article and twelve ACADEMIC LIBRARIES & CAMPUS DECISION MAKERS
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years after Staley and Malenfant’s (2010) report, these scenarios have yet to play out. Academic libraries still exist and continue to play a central role on campus. They have embraced much of the technology and change that were supposed to contribute to their demise. Libraries have adapted to changes in the higher education teaching, learning, and research environments. They have done this by expanding the numbers and types of content they provide and the types and variety of services. Academic libraries today must meet students where they are, whether on campus or in another country.
The Futures Thinking for Academic Librarians report “reinforces the idea that academic libraries are part of a larger ecosystem and that academic library leaders should always be scanning the environment to look for signs of change to come” (Staley & Malenfant, 2010, p. 3). No one could have predicted the pandemic that shuttered many higher education institutions (HEIs) in the spring of 2020 and moved classes online (Blumenstyk, 2020, para 4). As universities were trying to find a way forward, academic libraries that were not already operating entirely online had to determine how best to offer access to physical materials; switch in-person consultation and teaching to entirely online interactions that would support online teaching, learning, and research activities; and manage their administrative functions. Some of the changes that occurred in libraries during the COVID-19 pandemic have become standard processes or services. These changes or services include curb-side pick-up, expanded document delivery, and an increase in the number of online research consultations. As routines slowly return to normal on campuses, libraries must determine what represents the new normal. Suppose, for example, the new normal includes services that were developed or enhanced during the pandemic. In those instances, libraries will need to establish funding and staffing models to make those services sustainable and assess the continued need. To understand how they view their role in the university environment and the value they bring to supporting the mission and vision, it will be helpful to understand the academic library’s relationship with the parent institution (or the university or college) with which the library is affiliated. ACADEMIC LIBRARIES & CAMPUS DECISION MAKERS
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Higher education institutions (HEIs) are diverse, complex, multifaceted organizations (Lombardi, 2013). Their organizational structures vary depending on their location, history, mission, and vision. There can be many or few units in the university’s hierarchy, each representing different subject areas or functional roles that need administrative and financial support. HEIs include many different types of institutions. For example, they may be public, private, nonprofit, or entrepreneurial; they can be four-year or two-year institutions, graduate schools, or professional schools. Some universities offer only online programs, where services and support for the students and faculty need to be structured to meet the needs of individuals that may never meet in person. HEIs are increasingly operating in a globalized environment. Most have students studying or faculty conducting research or collaborating with colleagues from all over the world. Higher education is transforming to meet the needs of a “global, digital, knowledge economy,” and it is within this higher education environment that academic libraries exist (Levine & Van Pelt, 2021a, para. 1).
Academic libraries are as varied as the institutions to which they are linked. They have often been referred to as the hea
The impact of blended learning in higher education retention
No full textThe evolution of technology and the delivery of education have changed, making blended
learning an in-demand sensation. Many higher education institutions worldwide have been
working on ways to implement blended learning in their traditional schools, but the COVID-19
pandemic made this process more urgent. The purpose of this study was to show the key
determinants of blended learning that impact higher education retention. This study used a
systematic review (SR) in conjunction with UMGC’S OneSearch to answer the research
question. The research results produced 661 articles, but only 46 were used for the systematic
review. The 46 articles were critically appraised using the TAPUPAS benchmark and coded
using ATLAS.ti. The results showed that academic excellence that considers intervention,
student engagement, accessibility, affordability, flexibility, and effective course design in blended learning courses affects student retention in higher education. Higher education
institutions should use data analytics and learning management systems, design blended learning
courses that address student barriers, and allocate resources for blended learning and faculty
development.THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION i
Abstract
Title of Dissertation: THE IMPACT OF BLENDED LEARNING IN
HIGHER EDUCATION RETENTION
Rosemary Ascencio
Doctor of Business Administration, Year
The evolution of technology and the delivery of education have changed, making blended
learning an in-demand sensation. Many higher education institutions worldwide have been
working on ways to implement blended learning in their traditional schools, but the COVID-19
pandemic made this process more urgent. The purpose of this study was to show the key
determinants of blended learning that impact higher education retention. This study used a
systematic review (SR) in conjunction with UMGC’S OneSearch to answer the research
question. The research results produced 661 articles, but only 46 were used for the systematic
review. The 46 articles were critically appraised using the TAPUPAS benchmark and coded
using ATLAS.ti. The results showed that academic excellence that considers intervention,
student engagement, accessibility, affordability, flexibility, and effective course design in
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION ii
blended learning courses affects student retention in higher education. Higher education
institutions should use data analytics and learning management systems, design blended learning
courses that address student barriers, and allocate resources for blended learning and faculty
development.
Key words: blended learning; hybrid learning; higher education; university; retention;
attrition; withdraw; dropout.
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION iii
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION iv
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION
By
Rosemary Ascencio
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2022
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION v
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION vi
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION vii
© Copyright by
Rosemary Ascencio
2022
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION viii
Dedication
This dissertation is wholeheartedly dedicated to my mother, Onix Reyes, who has made
many sacrifices to help me reach my goals and has inspired me. Her unconditional love, support,
and prayers have kept me moving forward.
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION ix
Acknowledgements
Firstly, I would like to acknowledge Dr. Schuyler Jarrow for being my primary mentor in
this dissertation. Her guidance, understanding, and care made completing this dissertation
possible. Also, Thank you to my second mentor Dr. James Gelatt for his support and feedback
throughout the process.
Second, I want to acknowledge friends from my dissertation cohort: Kenneth
Washington, Envia Malone, Nicholas Gingue, Lynda Aldana, Edward Sierra, Edmund Gyandoh,
Tanisha Clarke, and Alla Levin. With the group text message and your constant encouragement,
I was able to finish. I am so humbled to know such great people. We started together and will
end together, congratulations!
Third, I would like to recognize my director, Dr. Debra McLaughlin. Thank you for
keeping me motivated and supporting my research. Your feedback and teachings truly helped me
during the process.
Fourth, I would like to thank the UMGC Librarian, Cynthia Thomes. Your research help
and recommendations were instrumental in my research.
Lastly, I am grateful to Dr. Weymouth Spence, Dr. Kimberly Pichot, and Dr. Jude
Edwards for helping me gain admission into this program. Thank you for your mentorship and
for believing in me.
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION x
Table of Contents
Abstract ........................................................................................................................................... i
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION………iv
Dedication ................................................................................................................................... viii
Acknowledgements ........................................................................................................................ ix
Table of Contents .............................................................................................................................x
List of Tables ............................................................................................................................... xiii
List of Figures .............................................................................................................................. xiii
List of Abbreviations .....................................................................................................................xv
Chapter 1: Introduction and Overview of the Management Problem ..............................................1
Background and Overview…………………………………………………………………...2
Problem Statement and Significance of the Problem .................................................................. 3
Purpose of the Study and The Research Question ...................................................................... 6
Rationale for the Study or Significance of the Study .................................................................. 7
Discussion of Concepts and/or Themes ...................................................................................... 8
Definitions and Terminology ...................................................................................................... 8
Chapter Summary ........................................................................................................................ 9
Organization of the Dissertation.................................................................................................. 9
Chapter 2: Scoping Literature Review and Theoretical Frame .....................................................11
Theoretical Framework ............................................................................................................. 11
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION xi
The Literature Landscape or Scoping Literature Review ......................................................... 13
Blended Learning Advantages………………………………………………………………15
Blended Learning Disadvantages…………………………………………………………...16
Higher Education Retention………………………………………………………………...18
Current Factors and Trends for Higher Education Retention……………………………….19
Conceptual Framework ............................................................................................................. 24
Chapter Summary ...................................................................................................................... 25
Chapter 3: Method .........................................................................................................................26
Review Design and Methodology ............................................................................................. 26
The Evidence-Based Research Framework…………………………………………………26
Systematic Reviews…………………………………………………………………………27
Systematic Review Process…………………………………………………………………27
Search Strategy……………………………………………………………………………...31
Method of Quality Appraisal of the Included Studies………………………………………33
Chapter Summary ...................................................................................................................... 37
Chapter 4: Analysis and Findings ..................................................................................................39
Review of the Research Question ............................................................................................. 39
Description of the Data Set ....................................................................................................... 39
Search Process and Terms…………………………………………………………………..40
Results of the Quality Appraisal of the Data Set …………………………………………...40
The Synthesized Data Set…………………………………………………………………...45
Coding Levels……………………………………………………………………………….46
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION xii
Findings and Discussion……………………………………………………………………….49
Theme 1: A learning Experience that Considers Academic Excellence and Intervention
Positively Impacts Student Retention……………………………………………………….49
Theme 2: Student Engagement is Increased in Blended Learning………………………….52
Theme 3: Accessibility, Affordability, and Flexibility Improve Student Satisfaction…...…55
Theme 4: Course Design Must Consider Students’ Needs………………………………….57
Summary of Findings ............................................................................................................ …59
Revised Conceptual Model/Framework .................................................................................... 59
Chapter Summary ...................................................................................................................... 61
Chapter 5: Conclusions and Implications ......................................................................................62
Answer to the Research Question ............................................................................................. 63
Management Implications (Recommendations) ........................................................................ 63
Higher Education Institutions Should Use Data Analytics and Learning Management
Systems ……………………………………………………………………………………..65
Blended learning course design should address student barriers……...…………………….67
Higher Education Leaders Should Allocate Resources for Blended Learning and Faculty
Development………………………………………...………………………………………68
Limitations of the Study ............................................................................................................ 69
Areas for Future Research ......................................................................................................... 70
References .....................................................................................................................................72
Appendix A Appraisal Scores of Selected Articles .......................................................................94
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION xiii
List of Tables
Table 1 RQ and CIMO Model ...................................................................................................... 30
Table 2 Search String ................................................................................................................... 32
Table 3 Level 1 Coding ................................................................................................................ 36
Table 4 Articles Included in the Study ......................................................................................... 42
Table 5 Articles included by Research Methods .......................................................................... 45
Table 6 Databases ........................................................................................................................ 46
Table 7 Level 1 Code Examples ................................................................................................... 47
Table 8 Level 2 Codes .................................................................................................................. 47
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION xiv
List of Figures
Figure 1. Organizational Learning Theory .................................................................................. 13
Figure 2. Conceptual Framework for higher education retention specific to blended learning. 24
Figure 3. Systematic review process. ........................................................................................... 28
Figure 4. PRISMA diagram. ......................................................................................................... 34
Figure 5. Revised conceptual framework for higher education retention specific to blended
learning. ....................................................................................................................................... 60
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION xv
List of Abbreviations
Blended learning (BL)
Contexts, intervention, mechanisms, and outcomes (CIMO)
Coronavirus Disease 2019 (COVID-19)
Evidence-based management (EBM)
Key performance indicators (KPI)
Learning Management Systems (LMS)
Preferred reporting items for systematic reviews and meta-analyses (PRISMA)
Transparency, accuracy, purposivity, utility, propriety, accessibility, and specificity-
(TAPUPAS)
University of Maryland Global Campus (UMGC)
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION 1
Chapter 1: Introduction and Overview of the Management Problem
In the past two years, blended learning has become a new working environment for
organizations in the private and public sectors. Since the spread of COVID-19, many companies
have turned to blended learning to keep their businesses working and growing. Traditional higher
education institutions have used a blended learning environment. Blended learning is “the
thoughtful integration of classroom face-to-face learning experiences with
online learning experiences” (Garrison & Kanuka, 2004, p. 96). Due to local and federal
government policies, many schools closed temporarily. In contrast, others shut down indefinitely
due to financial strains, allowing blended learning to gain more attraction as a solution to
keeping students actively learning and moving forward in their academic studies (Busta, 2022).
According to the National Center for Education Statistics (2019), there was a total of 182
schools that changed Title IV status between 2020-2021 and 100 between 2019-2020 due to
closures, mergers, no longer providing aid and loss of eligibility. Title IV refers to federal
financial aid funds and a school designated as Title IV is a higher education institution that
processes U.S. federal student aid (Congressional Research Service, 2019). Busta (2022)
reported the merging of three post-secondary schools in the US between 2022-2023, and six are
awaiting permanent closures because of the COVID-19 pandemic.
For education leaders, the COVID-19 pandemic was a brutal wake-up call to the
importance of adapting to change and diversification in learning modules. Academic studies
have shown that many factors affect student retention, such as student engagement and financial
means. According to Long et al. (2006), poor preparation for higher education, poor institutional
course match, unsatisfactory academic experience, lack of social integration, financial issues,
and personal circumstances were the most prominent reasons students withdraw from post-
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION 2
secondary education. Jones (2008) supported Long et al. (2006) by finding that found students
who do not have a sense of belonging or necessary support in higher education do not progress to
degree completion.
With the COVID-19 pandemic, the evolution of technology, and many alternatives to
traditional learning, education leaders are now looking to gain more knowledge on blended
learning because they have seen firsthand what it can do to retention. Such comprehension may
allow education leaders to analyze their internal systems and strategic plans and teaching
methods to solve retention concerns.
Background and Overview
Blended learning is hybrid learning using technology to develop a learning environment
that accommodates various learning styles. A key feature of a blended course is that online
resources are not meant to replace in-person class time. Instead, blended learning expands on the
concepts presented in class (Singh et al., 2021). Blended learning can be in synchronous and
asynchronous formats. The synchronous view of blended learning stresses real-time teaching and
learning that includes on-campus and online (Hrastinski, 2019). On the other hand, asynchronous
learning involves students completing a set of activities at their own pace but with face-to-face
support (Yamagata-Lynch, 2014). In this dissertation, blended learning was a general umbrella
of synchronous and asynchronous formats.
The concept of blended learning developed in the 1960s but fully appeared as a new trend
in teaching models in the late 1990s (Vo et al., 2017). Technology has revolutionized many
industries, including the delivery of education. Students currently prefer blended courses because
they give greater flexibility and convenience. However, the blended learning design is complex
(Vo et al., 2017). With technology continuing to change, evolve, and with the shift of learners in
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION 3
the market, there is a demand to offer alternatives to traditional learning such as blended
learning. The need for blended learning grew significantly in recent months due to the COVID-
19 pandemic.
Due to increasing infections and deaths, many schools had to close temporarily while
others closed permanently. The schools that remained open saw a retention decline as fewer
students continued to attend for precaution of infection, job loss, and fiscal impact along with
other factors that came with the pandemic. In 2019 one quarter of last year’s high-school
graduates delayed attending college due to parents’ financial strain caused by the COVID-19
pandemic. Higher education saw one million few students altogether (National Center for
Education Statistics, 2019). Traditional schools that did not have an immediate solution to
keeping students actively pursuing their studies saw students transfer to institutions with
infrastructures to support blended or distance learning.
For those schools that remained open, blended learning became a means of survival to
avoid permanent closure and to keep students. Brick-and-mortar schools chose blended learning
because they already had the faculty and facilities needed for the face-to-face part of blended
learning education, only needing to incorporate the online learning experience. According to the
U.S. Department of Education (2019), 84% of all undergraduates had some or all of their classes
moved to hybrid or online-only instruction due to the pandemic. Fifty-nine percent of those
institutions plan to continue hybrid or online teaching after the pandemic.
Problem Statement and Significance of the Problem
Higher education has had a decline in enrollment for many years now, with community
colleges hit hardest. Before the COVID-19 pandemic, enrollment rates declined between 2.8%
and 4.5% annually with enrollment rates during the pandemic declining by 12% (Howell et al.,
THE IMPACT OF BLENDED LEARNING IN HIGHER EDUCATION RETENTION 4
2021). The challenges that higher education schools face with low enrollment numbers spark a
greater interest in retention. The main reasons for the decrease in enrollments include the
declining birth rates, tuition costs, and the discussion of the value of higher education (Chekalov,
2022)
According to the United States Census Bureau (2021), the US has had declining birth
rates since 2008, except in 2014. From 2000 to 2019, the number of daily births declined an
average of 0.39% a year. However, the decline accelerated between 2010 and 2019 when the
number of daily births dropped on average 0.96% a year, and a much steeper decline in 2020
where daily births were 4.06% lower than in 2019 (United States Census Bureau, 2021). The low
birth rates are attributable to employment shifts and advances in reproductive health, among
other factors. What do low birth rates have to do with retention? With fewer children being born,
there will be fewer students for higher education in the future.
Similarly, advances in reproductive health allow women to delay motherhood as they
focus on creating careers and financial stability (Molina-García et al., 2019). Advances in
reproductive help also mean fewer students causing the market to become highly competitive.
The competition fuels the need of retention to be vital. It is hard to get students through the door
with declining birth rates each year, making it necessary for higher education to find ways to
hold onto the students they have to program completion.
In contrast to the decline of birth rates, the cost of tuition at higher education institutions
is on the rise. Acc
The role of AI in predicting an mitigating supply chain disruptions
No full textToday’s supply chains are different from those that existed a few years ago, and they continue to
evolve within a highly competitive economy. Dynamic supply chain processes require
technology that can cope with increasing complexity. Artificial Intelligence (AI) is one of the
most prevalent technologies that has continued to evolve in the supply chain industry.
Organizations that effectively incorporate AI into their supply chains may boost operational
efficiency, make more informed decisions, and generate more value at the enterprise level by
augmenting existing processes and capabilities. AI can serve as a platform for increased
efficiency. This dissertation presents a systematic review of studies related to artificial
intelligence applications in supply chain disruption. The theoretical frameworks for this study
were the Grey prediction model and absorptive capacity theory, which link supply chain
disruptions with resource availability to predict and mitigate supply chain disruptions. Three
main themes emerged regarding supply chain disruptions: supply chain knowledge, supply chain
prediction, and supply chain mitigation. These three items were used to predict supply chain disruptions and then to minimize, identify, and assess the impact of disruptions when they
occurred. The evidence also discussed the importance of identifying resources to minimize the
impact of disruption and creating strategies to mitigate disruptions. The results show how end-toend visibility may improve resilience management and assist organizations in dealing with
interruptions during supply chain disruptions. The findings will serve as the foundation for the
suggested multidimensional framework, which includes management, organizational, and
technological viewpoints.AI IN PREDICTING AND MITIGATING SUPPLY CHAIN DISRUPTIONS i
Abstract
Title of Dissertation:
THE ROLE OF AI IN PREDICTING AND MITIGATING SUPPLY CHAIN DISRUPTIONS
Aminu M. Jibrin,
Doctor of Business Administration, 2022
Today’s supply chains are different from those that existed a few years ago, and they continue to evolve within a highly competitive economy. Dynamic supply chain processes require technology that can cope with increasing complexity. Artificial Intelligence (AI) is one of the most prevalent technologies that has continued to evolve in the supply chain industry. Organizations that effectively incorporate AI into their supply chains may boost operational efficiency, make more informed decisions, and generate more value at the enterprise level by augmenting existing processes and capabilities. AI can serve as a platform for increased efficiency. This dissertation presents a systematic review of studies related to artificial intelligence applications in supply chain disruption. The theoretical frameworks for this study were the Grey prediction model and absorptive capacity theory, which link supply chain disruptions with resource availability to predict and mitigate supply chain disruptions. Three main themes emerged regarding supply chain disruptions: supply chain knowledge, supply chain prediction, and supply chain mitigation. These three items were used to predict supply chain AI IN PREDICTING AND MITIGATING SUPPLY CHAIN DISRUPTIONS
ii
disruptions and then to minimize, identify, and assess the impact of disruptions when they occurred. The evidence also discussed the importance of identifying resources to minimize the impact of disruption and creating strategies to mitigate disruptions. The results show how end-to-end visibility may improve resilience management and assist organizations in dealing with interruptions during supply chain disruptions. The findings will serve as the foundation for the suggested multidimensional framework, which includes management, organizational, and technological viewpoints.
Keywords: data analytics, artificial intelligence, disruption, prediction, supply chain, machine learning
AI IN PREDICTING AND MITIGATING SUPPLY CHAIN DISRUPTIONS
iii
THE ROLE OF AI IN PREDICTING AND MITIGATING SUPPLY CHAIN DISRUPTIONS
By
Aminu M. Jibrin
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2022 AI IN PREDICTING AND MITIGATING SUPPLY CHAIN DISRUPTIONS
iv
© Copyright by
[Aminu M. Jibrin]
2022
AI IN PREDICTING AND MITIGATING SUPPLY CHAIN DISRUPTIONS
v
Dedication
The completion of this dissertation would have not been possible if it were not for my Lord and Savior, Jesus Christ. Through His power, comfort, and reassurance, I found the strength and focus to keep pushing forward to the finish line. I would like to dedicate this dissertation to my wife, Damaris, and my children, Allegra and Ethan Jibrin, for their unwavering support and encouragement during my pursuit of this degree. Your unconditional love and support during the many hours that I spent aways from you working on this dissertation were essential to my success. I love you all. AI IN PREDICTING AND MITIGATING SUPPLY CHAIN DISRUPTIONS
vi
Acknowledgments
First and foremost, I would like to thank my father in heaven for giving me the strength, ability, and opportunity to undertake this research study. Without his grace and blessings, this would not have been possible.
I would like to offer special thanks to Dr. Denise Breckon, who spent countless amounts of time training me to become a researcher. For her generous help and guidance in my doctoral studies, I remain eternally grateful. Special thank you also to Dr. Deborah Wharff for her help, support, and comments throughout my dissertation.
A big thanks to my cohort and classmates, Denis, Michael, Marie, Dongming, Edmund, JC, and Dima, for all their support and encouragement.
AI IN PREDICTING AND MITIGATING SUPPLY CHAIN DISRUPTIONS
vii
Table of Contents
Dedication ...................................................................................................................................... v
Acknowledgments......................................................................................................................... vi
Table of Contents .......................................................................................................................... vii
List of Tables ................................................................................................................................ ix
List of Figures ................................................................................................................................ x
Chapter 1: Introduction and Overview of the Management Problem ............................................. 1
Supply Chain Resilience ............................................................................................................... 4
Problem Statement...................................................................................................................... 5
Purpose of Study.......................................................................................................................... 6
Research Question ....................................................................................................................... 6
Rationale for the Study ................................................................................................................ 7
Definitions of Terms .................................................................................................................... 8
Organization of Dissertation ...................................................................................................... 10
Chapter 2: Scoping Literature Review and Theoretical Frame .................................................... 11
Supply Chain Structure .............................................................................................................. 13
Supply Chain Complexity ........................................................................................................... 15
Supply Chain Resilience ............................................................................................................. 16
Supply Chain Disruption Management ...................................................................................... 18
Supply Chain Visibility (SCV) ...................................................................................................... 19
Supply Chain 4.0 and Artificial Intelligence ................................................................................ 20
Artificial Intelligence (AI) ............................................................................................................ 22
Theoretical Framework .............................................................................................................. 24
Theoretical Framework 1: Grey prediction model ................................................................ 24
Theoretical Framework 2: Absorptive Capacity Theory ....................................................... 26
Conceptual Framework ............................................................................................................. 28
Chapter Summary ...................................................................................................................... 31
Chapter 3: Method ........................................................................................................................ 32
The Evidence-Based Research Methodology ............................................................................. 32
Systematic Reviews.................................................................................................................... 33
Stage One: Clarifying the Management Problem and Research Question ............................ 34
Stage Two: Research Scope .................................................................................................. 36
Stage Three: Describing the Conceptual Framework Design ............................................... 40
Stage Four: Synthesizing using a Conceptual Framework .................................................... 42
Stage Five: Critical Appraisal ................................................................................................ 43
Stage Six: Making Use of the Evidence ................................................................................ 44
Chapter 3 Summary ................................................................................................................... 45
Chapter 4: Analysis and Findings ................................................................................................. 46
Description of the Data Set ........................................................................................................ 46 AI IN PREDICTING AND MITIGATING SUPPLY CHAIN DISRUPTIONS
viii
Results of Quality Appraisals ................................................................................................ 48
Analysis and Synthesis ............................................................................................................... 49
First Cycle Coding ................................................................................................................. 50
Second Cycle Coding ............................................................................................................ 51
Synthesis of Datasets and Articles......................................................................................... 51
Theme 1: AI Provides Supply Chain Knowledge ......................................................................... 53
Knowledge is Key to Understanding Supply Chain Complexity .......................................... 53
Challenges of AI Knowledge in Supply Chain Management ................................................ 56
Supply Chain Knowledge Management Trends .................................................................... 58
Theme 2: Machine Learning Enabled by Big Data Allows Artificial Intelligence to Make Supply Chain Predictions ....................................................................................................................... 58
Theme 3: Artificial Intelligence was Shown to Mitigate Supply Chain Risks .............................. 61
Summary of Findings ................................................................................................................. 63
Revised Conceptual Model and Narrative ................................................................................. 64
Expert Panel Review .................................................................................................................. 66
Chapter Summary ...................................................................................................................... 67
Chapter 5: Conclusion and Implications ....................................................................................... 69
Review of the Research ............................................................................................................. 69
Recommendation 1: Supply chain managers need to develop a comprehensive risk management plan to manage disruptions and develop risk mitigation strategies .................... 73
Mobilize the Risk................................................................................................................... 73
Sense and Prioritize Known and Unknown Risks ................................................................. 73
Configure and Tailor ............................................................................................................. 76
Analyze the Operation ........................................................................................................... 76
Recommendation 2: Adopt and Incorporate Artificial Intelligence Tools as needed for the Supply Chain .............................................................................................................................. 77
References .................................................................................................................................... 82
Appendix A .................................................................................................................................. 92
Appendix B .................................................................................................................................. 96
AI IN PREDICTING AND MITIGATING SUPPLY CHAIN DISRUPTIONS
ix
List of Tables
Table 1 CIMO Framework.............................................................................................................. 6
Table 2 Inclusion and Exclusion Criteria ..................................................................................... 35
Table 3 Search Results .................................................................................................................. 36
Table 4 Selected Articles and Databases ...................................................................................... 45
Table 5 TAPUPAS Grading Criteria ............................................................................................ 47
Table 6 Categories and Themes .................................................................................................... 50
Table 7 Thematic Findings ........................................................................................................... 51
Table 8 Selected Articles and Themes .......................................................................................... 52
AI IN PREDICTING AND MITIGATING SUPPLY CHAIN DISRUPTIONS
x
List of Figures
Figure 1 Basic Supply Chain Model .............................................................................................. 4
Figure 2 A Typical Supply Chain for Manufacturer Z ................................................................... 5
Figure 3 Supply Chain 4.0 ........................................................................................................... 11
Figure 4 Grey Prediction Model .................................................................................................. 22
Figure 5 Absorptive Capacity Theory .......................................................................................... 24
Figure 6 Conceptual Model for Predicting and Mitigating Supply Chain Disruption using AI.. 25
Figure 7 Systematic Review Process ............................................................................................ 31
Figure 8 Modified PRISMA Diagram of Articles Included .......................................................... 37
Figure 9 Revised Conceptual Model ............................................................................................ 63
Figure 10 Subject Matter Expert Evaluation and Feedback Form .............................................. 65
AI IN PREDICTING AND MITIGATING SUPPLY CHAIN DISRUPTIONS
1
Chapter 1: Introduction and Overview of the Management Problem
The supply chain process entails manufacturing and selling goods and the distribution of the goods from one location to another, including every stage from the supply of materials and the manufacture of the goods through their sale (Hendrick & Singhal, 2017; Ivanov et al., 2014). Over the years, large-scale supply chain disruptions were caused by either natural or artificial disasters, such as the 2011 Japan tsunami, the Indian Ocean earthquake, and most recently, the COVID-19 pandemic (Pavlov et al., 2019). With increased specialization in the manufacturing industry, disruptions at one entity can affect the entire supply chain (Kim & Tomlin, 2013). Disruptions in any part of the supply chain, including the upstream, intermediate manufacturing process, and downstream demand side, can substantially impact organizations financially (Dolgui et. al, 2018).
Supply chain disruptions impact individuals as well as organizations. Supply chain disruptions do not just create higher prices and shortages among high-end consumer products, such as cars. These disruptions also affect more-basic commodities such as generic drugs and energy, increasing the cost of living and the provision of basic needs for everyone. Research by the Hackett Group (2021) revealed three business impacts of supply chain disruption. The research suggested across a range of industries, organizations “incur significant costs” to manage disruption challenges. A closer look revealed the impact of excess safety stock, operational waste leading to inefficiencies, and a loss of revenue: Excess safety stock. As a result of disruptions, many companies opt to carry additional safety stock to provide a buffer for unforeseen changes, often carrying 10% more inventory than target levels. The cost of carrying this additional stock adds up. On average, inventory carrying costs are 10% to 20% of total inventory value. That adds up to millions of dollars for larger AI IN PREDICTING AND MITIGATING SUPPLY CHAIN DISRUPTIONS
2
organizations and ties up working capital that could be invested in other ways, or at worst, written off if customer demand does not match stocked inventory. Operational waste leads to inefficiency and delays. Disruption also brings unintended consequences to the manufacturing floor, interrupting day-to-day operations and creating waste. Production downtime, time lost retooling machines, expedite fees, and overtime pay can affect operational efficiency and potentially delay shipments. Revenue Loss. Poor performance due to disruptions can cause lost revenue or a loss of customers, which are the most serious consequences of supply disruptions. In the case of retail and consumer packaged goods brands, missing critical orders can result in stockouts (“out of stock”) and lost revenue, as well as loss of customer trust.
Today’s supply chain consists of demand uncertainty, high risk, and increased competitive intensity. An organization’s supply chain excellence must hinge on the ability to integrate the entire spectrum of end-to-end processes, from acquiring materials, converting to finish goods, and delivering to customers (Min, 2010). Figure 1 shows a depiction of a basic supply chain. Data is a critical component for supply chain success and one of the ways to manage and leverage data is through the application of AI. Because of understanding the increasing importance of data to supply chain success, supply chain professionals are constantly exploring different ways of managing data and leveraging it to make better business decisions. One of the ways to handle such data includes artificial intelligence (AI) that has been in existence for decades but has not been fully applied in supply chain management. According to Gartner (2019), supply chain organizations should have doubled the level of machine automation in their supply chain processes by 2024. In a study by Annual Industrial IoT (2019), growing companies were estimated to spend approximately $500 billion in the year AI IN PREDICTING AND MITIGATING SUPPLY CHAIN DISRUPTIONS
3
2021. Many organizations have made supply chain risk and operational resilience two key business priorities, by implementing new state of the art rapid risk-mitigation technologies that apply artificial intelligence and robust data analytics. These technologies developed by AI are considered more beneficial tools for monitoring supply chains than current processes (Strickland, 2021). Artificial intelligence has been changing the face of the supply chain industry by culling out deep-rooted inefficiencies and uncertainties. Artificial intelligence is driving enterprise-wide visibility into all aspects of the supply chain with granularity and methodologies
The Dynamics of Organizational Culture and Work Climate for Employee Innovative Work Behavior in Highly Regulated Industries
No full textCustomer expectations, rapid technological developments, and changing business environment have compelled organizations to seek employee innovative work behavior (IWB) by creating or fostering an enabling organizational culture and work climate. Organizations in highly regulated industries (HRIs) with over 10,000 government guidelines are not excluded from these challenges. This systematic review identifies the contributing factors of organizational culture and work climate that create IWB for HRIs. Innovation, creativity, and employee innovativeness have always been promoters of business continuity and sustainability. Purpose: This dissertation examines the internal organizational factors that top managers must consider in creating an organizational culture and work climate for innovative work behavior in HRIs. Method: Using an evidence-based systematic review protocol, 45 peer-reviewed articles were retrieved from credible databases, appraised for quality, and analyzed and synthesized as the dataset. A theoretical framework guided the research based on cultural leadership theory, Lewinian field theory and knowledge-based view theory. Findings: Synthesis of the dataset revealed five thematic findings related to leadership influence, internal organizational influence, peer relationships, employee proactivity and knowledge exchange. Conclusion: Creating or fostering organizational culture and work climate as a means of reinforcing IWB benefits all organizations including HRIs. This research showed that regulation was not a constraint to employee innovative behaviors. Limitations: Data sources are based on English publications only, and methodological concerns are acknowledged. Implications: Managers can implement recommendations for developing organizational strategies in HRIs. Originality/value: This work addresses innovative work behavior in organizations that are highly regulated based on a framework that integrates as mechanisms the dynamics of organizational culture and work climate.ORGANIZATIONAL CULTURE AND WORK CLIMATE FOR IWB i
ABSTRACT
Title of Dissertation:
THE DYNAMICS OF ORGANIZATIONAL CULTURE AND WORK CLIMATE FOR EMPLOYEE INNOVATIVE WORK BEHAVIOR IN HIGHLY REGULATED INDUSTRIES
Dima Dadonye Brown,
Doctor of Business Administration, 2022
Customer expectations, rapid technological developments, and changing business environment have compelled organizations to seek employee innovative work behavior (IWB) by creating or fostering an enabling organizational culture and work climate. Organizations in highly regulated industries (HRIs) with over 10,000 government guidelines are not excluded from these challenges. This systematic review identifies the contributing factors of organizational culture and work climate that create IWB for HRIs. Innovation, creativity, and employee innovativeness have always been promoters of business continuity and sustainability. Purpose: This dissertation examines the internal organizational factors that top managers must consider in creating an organizational culture and work climate for innovative work behavior in HRIs. Method: Using an evidence-based systematic review protocol, 45 peer-reviewed articles were retrieved from credible databases, appraised for quality, and analyzed and synthesized as the dataset. A theoretical framework guided the research based on cultural leadership theory, Lewinian field theory and knowledge-based view theory. Findings: Synthesis of the dataset revealed five thematic findings related to leadership influence, internal organizational influence, peer relationships, employee proactivity and knowledge exchange. Conclusion: Creating or fostering organizational culture and work ORGANIZATIONAL CULTURE AND WORK CLIMATE FOR IWB ii
climate as a means of reinforcing IWB benefits all organizations including HRIs. This research showed that regulation was not a constraint to employee innovative behaviors. Limitations: Data sources are based on English publications only, and methodological concerns are acknowledged. Implications: Managers can implement recommendations for developing organizational strategies in HRIs. Originality/value: This work addresses innovative work behavior in organizations that are highly regulated based on a framework that integrates as mechanisms the dynamics of organizational culture and work climate.
Keywords: organizational culture, employee innovativeness, work climate, innovative work behavior, highly regulated industries, organizational climate
ORGANIZATIONAL CULTURE AND WORK CLIMATE FOR IWB iii
THE DYNAMICS OF ORGANIZATIONAL CULTURE AND WORK CLIMATE FOR EMPLOYEE INNOVATIVE WORK BEHAVIOR IN HIGHLY REGULATED INDUSTRIES
By
Dima Dadonye Brown
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2022
Advisory Committee:
Dr. Deborah M. Wharff
Dr. Denise A. Breckon
ORGANIZATIONAL CULTURE AND WORK CLIMATE FOR IWB iv
© Copyright by
[Dima Dadonye Brown]
2022
ORGANIZATIONAL CULTURE AND WORK CLIMATE FOR IWB v
Preface
This dissertation is being submitted in partial fulfillment of the requirements for the degree of Doctor of Business Administration at the University of Maryland Global Campus. The evidence-based management research described herein was conducted under the supervision of Dr. Deborah Wharff between January 2022 and December 2022.
To the best of my knowledge, this work is original except where acknowledgments and references are made to other previous work. Neither this nor any similar dissertation has been submitted for any other degree, diploma, or other qualification at any other university or degree-granting institution. Permission for use has been obtained for all reprinted or adapted figures. Any such figure, not explicitly stating that permission has been granted, did not require permission.
Employee innovative work behavior as a means of vital contributions to business continuity and sustenance is inevitable. However, despite a competitive business environment, the top managers in the highly regulated industries are challenged by the need to comply with numerous regulatory constraints while simultaneously satisfying customers’ expectation of efficiencies. Employee innovative behavior is a critical means for attaining both objectives. This dissertation aims not only at fulfilling this need for the highly regulated industries, but also to contribute to the literate on regulations and employee innovativeness within the dynamics of organizational culture, and work climate. ORGANIZATIONAL CULTURE AND WORK CLIMATE FOR IWB vi
Dedication
To my children Tamunoseledia (named after my beloved mother) and Ipuolam Danny for your constant love and support. This work is also dedicated to my late mother, Madam Dorothy Tamunoseledia Brown, who kindled my interest in learning and creative thinking at the tender age of five and pointed the way forward; I will ever remain indebted and grateful for your wisdom. My childhood friend and cousin, Dr. Dennis Agboh, with whom this dream was hatched over 50 years ago and for keeping it alive with your examples, this is a tribute. To my wife, Nene Dima, whose love and emotional support led me to the finish line. Finally, to the Almighty Lord be glory, laud, and honor for benevolence. ORGANIZATIONAL CULTURE AND WORK CLIMATE FOR IWB vii
Acknowledgments
Writing a dissertation was undeniably a lonely journey, which would have been worse without the constant presence and support from many, whom I hereby acknowledge. First, I want to express my profound gratitude to my dissertation advisors Drs. Deborah Wharff and Denise Breckon for their tireless effort to see me through to the end. To Deborah, who challenged me but also assured me that I have the capability to do this and provided the needed direction every step of the way. For your useful comments, critiques, guidance, and suggestions that have made this work a better product, I remain grateful. Thank you for all the countless hours of discussions, intellectual grooming, and support. Indeed, without your guidance, this project would not have been possible. I will forever remain grateful, especially for your continuous encouragement even when I almost gave up. To Denise, thank you for your influence and support even before your appointment to my dissertation committee. Your patience and thoroughness were infectious, and I learned a lot from you, not only by listening but also by observing.
To my cohort members, we are a family and yes, “we got each other to lean on”. Our discussion forum, our WhatsApp group, series of text messages, late night calls, and early morning calls were testimonies of our determination to complete this project, together. I thank you individually and collectively. You inspired me and refused to let me “drop the ball”.
To Imrana Iqbal, my friend, cohort member, and “partner in progress”, thank you for your contribution despite being miles apart on another continent and only reachable at odd hours. We found time to discuss every update, twist, and turn of this challenging journey. I am really blessed to have you in my corner, and I congratulate you in advance of achieving the same milestone.
Family is and always will be the pillar that made me who I am. So, to my children Ipuolam (son) and Tamunoseledia (daughter), I remain grateful to you and have never taken your love for granted. Your constant reminders enabled me to exercise, eat, drink, and even sleep. To Ipuolam thank you for ORGANIZATIONAL CULTURE AND WORK CLIMATE FOR IWB viii
assistance with formatting throughout the program. To Tamunoseledia, thank you for editing and reading some of the scripts. More than expected you both showed support by deeds and words.
And lastly, to my wife, Nene. You’re indeed godsent. At times, I wonder how you coped with my absence for over a year and never complained. Your daily calls served as the greatest encouragement I could ever imagine. Thank you for your love, care, and support. May the Almighty Lord bless you, all.
ORGANIZATIONAL CULTURE AND WORK CLIMATE FOR IWB ix
Table of Contents
ABSTRACT ................................................................................................................................................ I
PREFACE .................................................................................................................................................. V
DEDICATION ........................................................................................................................................... VI
ACKNOWLEDGMENTS ............................................................................................................................ VII
LIST OF TABLES ..................................................................................................................................... XIII
LIST OF FIGURES .................................................................................................................................... XV
CHAPTER 1: INTRODUCTION AND OVERVIEW OF THE MANAGEMENT PROBLEM..................................... 1
BACKGROUND AND OVERVIEW ........................................................................................................................... 2
PROBLEM STATEMENT AND SIGNIFICANCE OF THE PROBLEM .................................................................................... 5
PURPOSE OF THIS DISSERTATION AND THE RESEARCH QUESTION ............................................................................... 7
Research Question ................................................................................................................................. 7
RATIONALE FOR THE STUDY OR SIGNIFICANCE OF THE STUDY .................................................................................... 8
DEFINITIONS AND TERMINOLOGY ........................................................................................................................ 9
ORGANIZATION OF THE DISSERTATION ............................................................................................................... 11
CHAPTER SUMMARY ...................................................................................................................................... 11
CHAPTER 2: SCOPING LITERATURE REVIEW AND THEORETICAL FRAME ................................................. 12
SCOPING LITERATURE REVIEW .......................................................................................................................... 12
Innovative Work Behavior .................................................................................................................... 12
Organizational Culture......................................................................................................................... 15
Work Climate ....................................................................................................................................... 20
Highly Regulated Industries .................................................................................................................. 21
THEORETICAL FRAMEWORK .............................................................................................................................. 24
Cultural leadership theory (CLT) ........................................................................................................... 25 ORGANIZATIONAL CULTURE AND WORK CLIMATE FOR IWB x
Lewinian field theory (LFT) .................................................................................................................... 25
Knowledge-based view theory (KBV) .................................................................................................... 26
CONCEPTUAL FRAMEWORK FOR THIS STUDY ........................................................................................................ 27
CHAPTER SUMMARY ...................................................................................................................................... 28
CHAPTER 3: RESEARCH DESIGN AND METHODOLOGY ............................................................................ 29
REVIEW DESIGN ............................................................................................................................................ 29
THE EVIDENCE-BASED PRACTICE AND MANAGEMENT FRAMEWORK......................................................................... 29
SYSTEMATIC REVIEWS .................................................................................................................................... 31
SYSTEMATIC REVIEW PROCESS .......................................................................................................................... 33
Review Initiation .................................................................................................................................. 35
Review Question Method...................................................................................................................... 35
Search Strategy .................................................................................................................................... 37
Quality and Relevance Evaluation ........................................................................................................ 41
Study Characteristics and Data Extraction ........................................................................................... 44
Synthesis .............................................................................................................................................. 46
Expert Panel Review ............................................................................................................................. 48
Using Reviews ...................................................................................................................................... 49
CHAPTER SUMMARY ...................................................................................................................................... 49
CHAPTER 4: ANALYSIS AND FINDINGS .................................................................................................... 50
REVIEW OF THE RESEARCH QUESTION ................................................................................................................ 50
DESCRIPTION OF THE DATA SET ........................................................................................................................ 51
Publication Data .................................................................................................................................. 51
RESULTS OF THE QUALITY APPRAISAL OF THE DATA SET ......................................................................................... 54
Final PRISMA Details ............................................................................................................................. 55
DATA EXTRACTION AND STUDY ATTRIBUTES ........................................................................................................ 56
Study Attributes ................................................................................................................................... 57 ORGANIZATIONAL CULTURE AND WORK CLIMATE FOR IWB xi
ANALYSIS AND SYNTHESIS ............................................................................................................................... 60
Results of Quantitative Data Analysis................................................................................................... 60
Results of First Cycle Coding ................................................................................................................. 61
Results of Second Cycle Coding ............................................................................................................. 62
Evaluation of the Findings: Strength of Evidence ................................................................................. 63
FINDINGS AND DISCUSSION .............................................................................................................................. 64
Theme 1 - Leadership Influence factors that create organizational culture and climate for IWB ........ 66
Theme 2 - Internal Environmental factors for IWB ............................................................................... 76
Theme 3 - Peer Relationship factors that activate IWB ........................................................................ 81
Theme 4 - Employee Proactivity factor related to creativity leads to IWB ........................................... 86
Theme 5 - Knowledge Influence factors that lead to IWB .................................................................... 89
SUMMARY OF FINDINGS ................................................................................................................................. 93
REVISED CONCEPTUAL MODEL ......................................................................................................................... 96
CHAPTER SUMMARY ...................................................................................................................................... 97
CHAPTER 5: CONCLUSIONS AND IMPLICATIONS ..................................................................................... 99
REVIEW OF THE RESEARCH ............................................................................................................................... 99
ANSWER TO THE RESEARCH QUESTION ............................................................................................................. 100
Summary of Theme 1 - Leadership Influence factors (Findings 1 – 4) ................................................ 101
Summary of Theme 2 - Internal Environmental factors (Findings 5 and 6) ........................................ 102
Summary of Theme 3 - Peer Relationship factors (Finding 7 and 8) ................................................... 102
Summary of Theme 4 - Employee Proactivity factor of creativity (Finding 9)..................................... 103
Summary of Theme 5 - Knowledge Exchange factors (Findings 10) .................................................. 103
OVERALL CONCLUSION ................................................................................................................................. 103
MANAGEMENT RECOMMENDATIONS ............................................................................................................... 105
LIMITATIONS OF THE STUDY ........................................................................................................................... 109
AREAS FOR FUTURE RESEARCH ....................................................................................................................... 109 ORGANIZATIONAL CULTURE AND WORK CLIMATE FOR IWB xii
FINAL SUMMARY AND CONCLUSION ................................................................................................................ 110
REFERENCES ........................................................................................................................................ 111
APPENDIX A ........................................................................................................................................ 129
APPENDIX B ........................................................................................................................................ 131
APPENDIX C......................................................................................................................................... 145
APPENDIX D ............................
Options after automation: Identifying employee strategic factors for small to medium-sized manufacturers undergoing digitalization
No full textThe introduction of digital networking technology into the manufacturing sector has created a change in business processes commonly referred to as Industry 4.0 (I4.0). Several researchers have noted that the current manufacturing workforce may not have the skills to work with the new technology integrated into the manufacturing process however finding employees to work with I4.0 technology is also a challenge. Small to medium-sized manufacturers (SMM) struggle more with introducing I4.0 into their businesses processes due to a variety of factors. In order to remain competitive in their field, these I4.0 integrating SMMs must understand the best employee strategy when undergoing a digital transition. This dissertation is a systematic review which attempts to identify which factors determine the best employee strategy for SMMs. This systematic review consisted of 36 scholarly, peer-reviewed globally sourced articles published between 2016 and 2021. A quality appraisal process consisted of a mixed-method weight of evidence approach that identified 36 articles for analysis and synthesis. A thematic synthesis was conducted on the 36 articles using dynamic capabilities theory (DCT) as a framework to determine results. The thematic synthesis identified four findings that helped answer the research question: (a) accessibility to employee adaptability assessment models affects an SMMS approach to a digital transition (b) The level of employee empowerment affects an SMMs approach to a digital transition. (c) The presence of a digital culture affects an SMMs approach to a digital transition. (d) An SMMs organizational structure affects its approach to a digital transition. By considering the findings presented in this systematic review, SMMs may be able to preserve resources by identifying the number of employees viable for retraining. The findings also provide guidance on the best way to continue their business practice based on their current organizational culture and structure. This systematic review also assists SMMs that feel they do not currently have the staff to complete I4.0 tasks. I4.0 is a growing trend, and the research presented was conducted in several different countries. Future research may benefit from focusing on one country or region as more data on SMMs and I4.0 presents itself.IDENTIFYING EMPLOYEE STRATEGIC FACTORS i
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ABSTRACT
Title of Dissertation:
OPTIONS AFTER AUTOMATION: IDENTIFYING EMPLOYEE STRATEGIC FACTORS FOR SMALL TO MEDIUM-SIZED MANUFACTURERS UNDERGOING DIGITALIZATION
Chisom Uluh,
Doctor of Business Administration, 2021
The introduction of digital networking technology into the manufacturing sector has created a change in business processes commonly referred to as Industry 4.0 (I4.0). Several researchers have noted that the current manufacturing workforce may not have the skills to work with the new technology integrated into the manufacturing process however finding employees to work with I4.0 technology is also a challenge. Small to medium-sized manufacturers (SMM) struggle more with introducing I4.0 into their businesses processes due to a variety of factors. In order to remain competitive in their field, these I4.0 integrating SMMs must understand the best employee strategy when undergoing a digital transition. This dissertation is a systematic review which attempts to identify which factors determine the best employee strategy for SMMs. This systematic review consisted of 36 scholarly, peer-reviewed globally sourced articles published between 2016 and 2021. A quality appraisal process consisted of a mixed-method weight of evidence approach that identified 36 articles for analysis and synthesis. A thematic synthesis was conducted on the 36 articles using dynamic capabilities theory (DCT) as a framework to IDENTIFYING EMPLOYEE STRATEGIC FACTORS ii
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determine results. The thematic synthesis identified four findings that helped answer the research question: (a) accessibility to employee adaptability assessment models affects an SMMS approach to a digital transition (b) The level of employee empowerment affects an SMMs approach to a digital transition. (c) The presence of a digital culture affects an SMMs approach to a digital transition. (d) An SMMs organizational structure affects its approach to a digital transition. By considering the findings presented in this systematic review, SMMs may be able to preserve resources by identifying the number of employees viable for retraining. The findings also provide guidance on the best way to continue their business practice based on their current organizational culture and structure. This systematic review also assists SMMs that feel they do not currently have the staff to complete I4.0 tasks. I4.0 is a growing trend, and the research presented was conducted in several different countries. Future research may benefit from focusing on one country or region as more data on SMMs and I4.0 presents itself.
Key words: employee, development, digital integration, digital transformation, digital transition, dynamic capabilities theory, Industry 4.0, manufacturing, SME, SMM, strategy, training IDENTIFYING EMPLOYEE STRATEGIC FACTORS iii
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OPTIONS AFTER AUTOMATION: IDENTIFYING EMPLOYEE STRATEGIC FACTORS FOR SMALL TO MEDIUM-SIZED MANUFACTURERS UNDERGOING DIGITALIZATION IDENTIFYING EMPLOYEE STRATEGIC FACTORS iv
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IDENTIFYING EMPLOYEE STRATEGIC FACTORS v
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Dedication
To my wife, who makes up for everything I lack. To my child, who inspires me to always be better.
IDENTIFYING EMPLOYEE STRATEGIC FACTORS vi
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Acknowledgements
This dissertation would have not been possible without the help of several individuals. First, I would like to acknowledge my primary advisor, Dr. Joseph Drasin. Dr. Drasin has been instrumental in helping me articulate my discoveries and evolve as a student. His patience has been greatly appreciated. I would also like to thank Dr. Deborah Wharff for her feedback and encouragement. Her insight provided the depth necessary to find a research topic truly beneficial to practitioners in the field.
I would like to thank my father, Joseph Uluh for his insight into the chemical manufacturing business. His history in the manufacturing industry served as inspiration to start my research.
Finally, I would like to thank my subject matter experts, Sylvia Martinez, Dr. Maja Trstenjak and Dr. Stefan Wiesner. Sylvia Martinez provided valuable context for the state of the manufacturing industry today. Dr. Trstenjak’s feedback helped illustrate the current academic landscape in my research and Dr. Wiesner’s commentary provided clarity to current business practices in the manufacturing industry.
Thank you all.
IDENTIFYING EMPLOYEE STRATEGIC FACTORS vii
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AFTER AUTOMATION: IDENTIFYING EMPLOYEE STRATEGIC FACTORS FOR SMALL TO MEDIUM-SIZED MANUFACTURERS UNDERGOING DIGITALIZATION
By
Chisom F. Uluh
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2021
IDENTIFYING EMPLOYEE STRATEGIC FACTORS viii
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Table of Contents
ABSTRACT .............................................................................................................................. i
OPTIONS AFTER AUTOMATION: IDENTIFYING EMPLOYEE STRATEGIC FACTORS FOR SMALL TO MEDIUM-SIZED MANUFACTURERS UNDERGOING DIGITALIZATION ....................................... iii
Dedication ............................................................................................................................. v
Acknowledgements .............................................................................................................. vi
Table of Contents ................................................................................................................ viii
List of Tables ........................................................................................................................ xi
List of Figures .......................................................................................................................xii
List of Abbreviations ............................................................................................................ xiii
Chapter 1: Introduction and Overview of the Management Problem ...................................... 1
Problem Statement and Significance of the Problem ............................................................................... 6
Research Question ................................................................................................................................... 8
Significance of the Study ......................................................................................................................... 10
Chapter Summary .................................................................................................................................. 10
Organization of the Dissertation ............................................................................................................. 11
Chapter 2: Scoping Literature Review and Theoretical Frame ............................................... 12
Dynamic Capability Theory ..................................................................................................................... 12
DCT Limitations .................................................................................................................................. 16
Scoping Literature Review ...................................................................................................................... 18
Manufacturing ................................................................................................................................... 18
Industry 4.0 ........................................................................................................................................ 25
Strategic Options ................................................................................................................................ 32
Organizational Culture ........................................................................................................................ 35
Organizational Structures in SMMs .................................................................................................... 36
Government Support .......................................................................................................................... 39
Conceptual Framework ....................................................................................................................... 40
Chapter 3: Methodology ...................................................................................................... 42
Review Design and Methodology ........................................................................................................... 42
The Evidence-Based Research Framework ............................................................................................. 42
Systematic Reviews ................................................................................................................................ 44 IDENTIFYING EMPLOYEE STRATEGIC FACTORS ix
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Systematic Review Process ................................................................................................................. 45
Search Strategy .................................................................................................................................. 46
Inclusion and Exclusion Criteria .......................................................................................................... 48
Method of Quality Appraisal of the Included Studies ............................................................................. 48
Gough’s Weight of Evidence Framework ............................................................................................ 49
TAPUPAS Weight of Evidence Framework .......................................................................................... 49
Combined Approach ........................................................................................................................... 50
PRISMA diagram .................................................................................................................................... 51
Analysis and Synthesis Methodology ...................................................................................................... 53
Synthesis ............................................................................................................................................ 53
Thematic Synthesis ............................................................................................................................. 53
Coding with Thematic Synthesis ......................................................................................................... 54
Coding Process ................................................................................................................................... 54
Subject Matter Experts ....................................................................................................................... 55
Chapter Summary .................................................................................................................................. 57
Chapter 4: Analysis and Findings .......................................................................................... 58
Review of Research Question ................................................................................................................. 58
Description of the Data Set ..................................................................................................................... 58
Characteristics of Included Studies ..................................................................................................... 61
Findings and Discussions ......................................................................................................................... 67
Coding Synthesis ................................................................................................................................ 68
Finding 1: Accessibility to Employee Adaptability Assessment Models Affects an SMMs Approach to a Digital Transition .............................................................................................................................. 72
Finding 2: The Level of Employee Empowerment Affects an SMMs Approach to a Digital Transition ........................................................................................................................................................... 76
Finding 3: SMMs Without a Digital Culture Struggled to Successfully Acclimatize Their Employees to a Digital Transition .............................................................................................................................. 79
Finding 4: A Flat-Hierarchical Organizational Structure has a Positive Effect on SMM Digital Transitions. ......................................................................................................................................... 81
Revised Conceptual Framework ............................................................................................................. 84
Chapter 4 Summary ............................................................................................................................... 85
Chapter 5: Conclusions and Implications .............................................................................. 87
Review of the Research.......................................................................................................................... 87
Answer to the Research Questions ......................................................................................................... 87 IDENTIFYING EMPLOYEE STRATEGIC FACTORS x
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Finding 1 ............................................................................................................................................. 88
Finding 2 ............................................................................................................................................. 88
Finding 3 ............................................................................................................................................. 88
Finding 4 ............................................................................................................................................. 88
Management Implication ........................................................................................................................ 89
Recommendation for Action ................................................................................................................... 89
Recommendation 1: Obtain Employee Adaptability Assessment model ........................................... 89
Recommendation 2: Acquire Intermediary to Assist with the Digital Transition ............................... 90
Recommendation 3: Examine Ability to Outsource ............................................................................ 92
Recommendation 4: Partner with Local Governments to obtain External Hires ............................... 93
Digital Transitioning Strategy Decision Tool for Employees ................................................................... 94
Limitations of the Study .......................................................................................................................... 95
Areas for Future Research ...................................................................................................................... 97
Final Summary and Conclusion ............................................................................................................... 98
References ........................................................................................................................ 100
Appendix A: List of Digital Competencies ........................................................................... 128
Appendix B: Common Manufacturing Tasks and Job Requirements ........................................ 1
Appendix C: Subject Matter Expert Questionnaire ................................................................. 8
Appendix D: Subject Matter Expert Responses ....................................................................... 9
Appendix E: Weight of Evidence Scoring Justification ........................................................... 16
Appendix F: Systematic Review Article Appraisal Summary .................................................. 17
Appendix G: Appraised Article Data Description .................................................................. 21
Appendix H: List of Databases Included in UMGC OneSearch ............................................... 23
Appendix I: Thematic Synthesis Code Book .......................................................................... 24
Appendix J: Count of Coded Passages per Finding ................................................................ 27
IDENTIFYING EMPLOYEE STRATEGIC FACTORS xi
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List of Tables
Table 1 Job Participation by Category .......................................................................................... 19
Table 2 Comparison of SMSE and MNE based on defining features ............................................ 23
Table 3 Search String Codes for Systematic Review ..................................................................... 48
Table 4 Studies Restricted to Single Countries ............................................................................. 64
Table 5 Studies Conducted within Multiple Countries ................................................................. 65
Table 6 Number of Articles from each Academic Journal ............................................................ 67
IDENTIFYING EMPLOYEE STRATEGIC FACTORS xii
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List of Figures
Figure 1 Percentage of Available Total Jobs per Digital Skill Level Requirement .......................... 3
Figure 2 Manufacturing Jobs as a Share of Total Employment ..................................................... 4
Figure 3 US Manufacturing Job Increase (2011-2021) ................................................................... 5
Figure 4 Projected (2022) Strategies to Address Shifting Skill Needs ............................................ 7
Figure 5 Illustration of CIMO Framework for Stated SMM Management Problem ...................... 9
Figure 6 Dynamic Capabilities Category Integration into the Higher-Order DCT Process ........... 16
Figure 7 Occupational Categories ................................................................................................. 21
Figure 8 Challenges in Incorporating Internet of Things .............................................................. 31
Figure 9 Preliminary Conceptual Framework ............................................................................... 41
Figure 10 Decision-Making Process in Evidence-Based Practices ................................................ 43
Figure 11 Systematic Review Process ......................................................................................... 45
Figure 12 Formula to Calculate WoE/TAPUPAS hybrid scale ....................................................... 50
Figure 13 Preliminary PRISMA model ........................................................................................... 52
Figure 14 Updated PRISMA Diagram with Figures ....................................................................... 60
Figure 15 Scoring of Approved Articles ........................................
Factors that impact the gender gap in healthcare leadership
No full textThis research explores gender disparity in healthcare leadership and identifies factors that contribute to the success of women executives serving in senior leadership positions within the healthcare industry. Women represent 65% of the workforce and determine 80% of utilization decisions for healthcare services, but only represent 13% of the healthcare CEOs are women. While this management issue has been acknowledged and studied the leadership composition in healthcare organizations remains to reveal a significant gender imbalance. There is a need to understand the various factors that contribute to this prevailing inequity and implement recommended solutions to improve this problem. A systematic review was undertaken using qualitative and quantitative research studies reporting data relevant to the leadership inequity research question: What are the factors that affect the success of women executive leaders in healthcare? The studies demonstrate that the factors influencing leadership advancement consist of an interactive network of connected elements and circumstances that exhibit either a positive or negative impact. A woman’s career path is influenced by stages of personal and professional demands that result in additional pressures or produce key resources that provide effective support. These components can be assessed using a multi-tiered approach whereby the individual, departmental management, and organization are instrumental in the steerage of a woman’s career development towards senior leadership. There is no singular factor that is the source for the continuation of the gender gap within healthcare leadership. This is a multi-faceted issue that introduces opportunities for the individual to maximize valuable resources designed to offset the continuous stream of work life responsibilities which are potential obstacles to achieving a position on the leadership team. Committed actions are required among the three levels to improve the representation of women in key roles and facilitate the gender balance of the senior leadership composition within the healthcare arena.FACTORS THAT IMPACT GENDER GAP IN HEALTHCARE LEADERSHIP 1
Abstract
Title of Dissertation:
FACTORS THAT IMPACT THE GENDER GAP IN HEALTHCARE LEADERSHIP
Marcella Missar Pyke,
Doctor of Business Administration, 2022
This research explores gender disparity in healthcare leadership and identifies factors that contribute to the success of women executives serving in senior leadership positions within the healthcare industry. Women represent 65% of the workforce and determine 80% of utilization decisions for healthcare services, but only represent 13% of the healthcare CEOs are women. While this management issue has been acknowledged and studied the leadership composition in healthcare organizations remains to reveal a significant gender imbalance. There is a need to understand the various factors that contribute to this prevailing inequity and implement recommended solutions to improve this problem. A systematic review was undertaken using qualitative and quantitative research studies reporting data relevant to the leadership inequity research question: What are the factors that affect the success of women executive leaders in healthcare? The studies demonstrate that the factors influencing leadership advancement consist of an interactive network of connected elements and circumstances that exhibit either a positive FACTORS THAT IMPACT GENDER GAP IN HEALTHCARE LEADERSHIP 2
or negative impact. A woman’s career path is influenced by stages of personal and professional demands that result in additional pressures or produce key resources that provide effective support. These components can be assessed using a multi-tiered approach whereby the individual, departmental management, and organization are instrumental in the steerage of a woman’s career development towards senior leadership. There is no singular factor that is the source for the continuation of the gender gap within healthcare leadership. This is a multi-faceted issue that introduces opportunities for the individual to maximize valuable resources designed to offset the continuous stream of work life responsibilities which are potential obstacles to achieving a position on the leadership team. Committed actions are required among the three levels to improve the representation of women in key roles and facilitate the gender balance of the senior leadership composition within the healthcare arena.
Keywords: gender leadership in healthcare, women executive leaders, job demands, leadership development, female career advancement
FACTORS THAT IMPACT GENDER GAP IN HEALTHCARE LEADERSHIP 3
FACTORS THAT IMPACT THE GENDER GAP IN HEALTHCARE LEADERSHIP
By
Marcella Missar Pyke
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2022
FACTORS THAT IMPACT GENDER GAP IN HEALTHCARE LEADERSHIP 4
Copyright by
Marcella Missar Pyke
2022 FACTORS THAT IMPACT GENDER GAP IN HEALTHCARE LEADERSHIP 5
Dedication This dissertation is dedicated to my wonderful husband and children who encouraged me to pursue my academic dreams and remained patient throughout the process. My entire family has been a constant source of support during the past few years and I am much appreciative. I also dedicate this dissertation to my friends who have continuously provided a network of optimistic support.
FACTORS THAT IMPACT GENDER GAP IN HEALTHCARE LEADERSHIP 6
Acknowledgements I wish to express my sincere gratitude to my academic dissertation advisor, Dr. Lisa Pearo, for her guidance through the many steps which kept me on track throughout this process. I also wish to thank my second reader, Dr. Mary Jo Anderson, for her instructive comments. Thank you to all the professors who helped develop my research comprehension and skills over the course of the program. I am thankful to Cynthia Thomes and library staff for their assistance during my search. I am extremely appreciative of my subject matter experts, Dr. Eve Higginbotham, Sara Larch, and Bergitta Cotroneo, for their knowledge, expertise and valuable feedback. I am also extremely thankful to my classmates and cohort members for their supportive dialogue and camaraderie. I wish to sincerely express my overwhelming gratitude to my amazing family whose belief in me has kept me motivated during this process. Lastly, to my parents who taught us at an early age that “education is something that nobody can ever take away from you.” I am so very thankful to have earned a life-long gift that will be with me forever.
FACTORS THAT IMPACT GENDER GAP IN HEALTHCARE LEADERSHIP 7
Table of Contents
Abstract ............................................................................................................................... 1
Dedication ........................................................................................................................... 5
Acknowledgements ............................................................................................................. 6
Table of Contents ................................................................................................................ 7
List of Tables .................................................................................................................... 11
List of Figures ................................................................................................................... 12
Chapter 1: Introduction and Overview of the Management Problem ............................... 13
Background and Overview ............................................................................................ 16
Problem Statement and Significance of the Problem .................................................... 17
Purpose of the Study and The Research Question ........................................................ 21
Research Question ..................................................................................................... 22
Rationale for the Study or Significance of the Study .................................................... 23
Discussion of Concepts and/or Themes ........................................................................ 24
Definitions and Terminology ........................................................................................ 26
Chapter Summary .......................................................................................................... 27
Organization of the Dissertation ................................................................................... 28
Chapter 2: Scoping Literature Review and Theoretical Frame ........................................ 30
Theoretical Framework ................................................................................................. 30 FACTORS THAT IMPACT GENDER GAP IN HEALTHCARE LEADERSHIP 8
Early Models.............................................................................................................. 31
Job Demands (JD) ..................................................................................................... 33
Job Resources (JR) .................................................................................................... 34
Expansion of JD-R Theory ........................................................................................ 36
Adaptive and Maladaptive Regulation ...................................................................... 39
Organizational Level ................................................................................................. 40
Scoping Literature Review ............................................................................................ 41
Conceptual Framework ................................................................................................. 44
Chapter Summary .......................................................................................................... 46
Chapter 3: Method ............................................................................................................ 47
Review Design and Methodology ................................................................................. 47
The Evidence-Based Research Framework ............................................................... 48
Systematic Reviews ................................................................................................... 49
Systematic Review Process ....................................................................................... 49
Search Strategy .......................................................................................................... 53
Method of Quality Appraisal of the Included Studies ............................................... 58
PRISMA diagram ...................................................................................................... 63
Analysis and Synthesis Methodology........................................................................ 66
Subject Matter Experts .................................................................................................. 71
Chapter Summary .......................................................................................................... 73 FACTORS THAT IMPACT GENDER GAP IN HEALTHCARE LEADERSHIP 9
Chapter 4: Analysis and Findings ..................................................................................... 75
Review of the Research Question ................................................................................. 75
Description of the Data Set ........................................................................................... 76
Results of the Quality Appraisal of the Data Set .......................................................... 77
Coding Results .............................................................................................................. 80
First Cycle Coding ..................................................................................................... 81
Second Cycle Coding .................................................................................................... 82
Third Cycle Coding ................................................................................................... 85
Findings and Discussion................................................................................................ 87
Theme 1: Mentors Serve as a Bridge ......................................................................... 88
Theme 2: Family Responsibilities Represent Conflicting Pressures ......................... 94
Theme 3: Effective Leadership Training Requires Essential Components ............... 99
Theme 4: Leadership Identity has Perceived Gender Qualities .............................. 104
Summary of Findings .................................................................................................. 109
Revised Conceptual Model/Framework ...................................................................... 110
Chapter Summary ........................................................................................................ 112
Chapter 5: Conclusions and Implications ....................................................................... 114
Review of the Research ............................................................................................... 114
Answer to the Research Question ............................................................................... 115
Management Implications ........................................................................................... 117 FACTORS THAT IMPACT GENDER GAP IN HEALTHCARE LEADERSHIP 10
Recommendations ....................................................................................................... 118
Recommendation 1: Individuals Should Use Mentoring as a Valuable Career Resource .............................................................................................................................. 118 Recommendation 2: Departmental Leaders Should Actively Support Programs Designed for Women Executives ........................................................................................ 120
Recommendation 3: Individuals Should Become Self-Advocates .......................... 121 Recommendation 4: Organizations Should Formulate a Strategy to Combat the Leadership Identity Bias ..................................................................................................... 122
Limitations of the Study .............................................................................................. 124 Areas for Future Research .......................................................................................... 125
Final Summary and Conclusion .................................................................................. 126
References ....................................................................................................................... 129
Appendix A ..................................................................................................................... 143
Appendix B ..................................................................................................................... 145
Appendix C ..................................................................................................................... 151
Appendix D ..................................................................................................................... 152
FACTORS THAT IMPACT GENDER GAP IN HEALTHCARE LEADERSHIP 11
List of Tables
Table 1 Research Question and Corresponding CIMO Elements ................................... 23
Table 2 Inclusion and Exclusion Criteria ........................................................................ 58
Table 3 TAPUPAS Criteria and Sample Results .............................................................. 60
Table 4 Correlation between TAPUPAS and Weight of Evidence Framework ............... 62
Table 5 Integrated Framework of Weight of Evidence and TAPUPAS ........................... 63
Table 6 Sample Data Extraction Table ........................................................................... 68
Table 7 Publication Dates of Studies ............................................................................... 76
Table 8 Integrated Quality Appraisal Score Results ....................................................... 79
Table 9 Range, Average, and Median Scores for Integrated Quality Appraisals ............ 80
Table 10 Second Cycle Coding and Frequencies ............................................................ 84
FACTORS THAT IMPACT GENDER GAP IN HEALTHCARE LEADERSHIP 12
List of Figures
Figure 1 Women in Healthcare Workforce and Roles .................................................... 14
Figure 2 Belief in Gender Equality of Job Opportunities in U.S. .................................... 18
Figure 3 The Job Demands-Resource Theory .................................................................. 36
Figure 4 Expanded Job Demands-Resources Theoretical Framework .......................... 38
Figure 5 Conceptual Framework of the Job Demands-Resources Theory ...................... 45
Figure 6 Systematic Review Stages .................................................................................. 50
Figure 7 PRISMA Flow Diagram..................................................................................... 65
Figure 8 Second Coding Cycle to Thematic Topics ......................................................... 71
Figure 9 Examples of Second Coding ............................................................................. 83
Figure 10 Second Cycle Codes to Focused Topics .......................................................... 86
Figure 11Conceptual Diagram of Mentors Serving as a Bridge ..................................... 94
Figure 12 Multiple Levels of the Job Demands-Resources Theory ............................... 112
Figure 13 Three-tiered Conceptual Diagram ................................................................ 117
FACTORS THAT IMPACT GENDER GAP IN HEALTHCARE LEADERSHIP 13
Chapter 1: Introduction and Overview of the Management Problem
In 2020 the healthcare industry experienced a worldwide pandemic that emphasized the dire need for accessible and responsive medical services to swiftly and effectively manage the life-threatening needs of many different populations. While the research, medical implications, and treatment of the pandemic was viewed as a public health event, each community was required to tackle this devastating healthcare matter. As this health crisis was not limited to one particular region or subgroup, COVID-19 highlighted the empirical necessity for effective leadership to be functioning in all types of healthcare settings located throughout local communities and at all levels within the hierarchy of the various medical institutions. The ongoing tumultuous changes in healthcare and the continuous influx of uncertainty for the future delivery of adequate healthcare services elicit apprehensions about the availability and quality of strong leaders within the healthcare field (McDonagh et al., 2014). Organizational leadership consisting of individuals with different backgrounds, education, and experience helps promote a more accurate depiction of viewpoints of the population being served. The composition of a diverse senior executive team within a healthcare organization contributes to a broader scope of ideas, thoughts, and the potential opportunity for productive outcomes. While the lack of diversity among leadership comprises various elements and reasons, the lack of women’s representation in executive positions is a critical category of diversity that exists in healthcare. According to the Bureau of Economic Analysis (2021), the healthcare industry represents 17.8% of the nation’s gross domestic product (GDP) and is projected to increase in percentage. It is estimated that the United States’ total spending on health will reach $4.3 trillion in 2023 (Stasha, 2021). Women are critical to this significant GDP spending, as women make 80% of healthcare purchases and consumer decisions (Birk, 2019). This consistent statistic FACTORS THAT IMPACT GENDER GAP IN HEALTHCARE LEADERSHIP 14
demonstrates that women directly influence the utilization and dollars of medical services. Based on this substantial capacity to guide healthcare utilization, it is reasonable that women would also be prominent in the steerage of the delivery of healthcare services and a member of the senior organizational leadership; however, this is not the current practice. In addition to being the primary purchasers of healthcare, women are essential to the industry’s staff resources within healthcare organizations. Women represent 65% of the workforce in U.S. hospitals which is a relatively high proportion compared to other industries, such as 46% in the financial sector or 26% in technology (Stone et al., 2019). As revealed by the pie graphs in Figure 1, while women are predominant in the hospital workforce at 65%, women only serve 31% of C-suite roles in healthcare and achieve 13% of Chief Executive Officer positions within the industry.
Figure 1
Women in Healthcare Workforce and Roles
Note: The male and female percentage is displayed for each component. Adapted from “Women in Leadership,” by S. Birk, 2019, Healthcare Executive, (https://healthcareexecutive.org/archives/november-december-2019/women-in-leadership). This widespread issue demonstrates the under-representation of women at the leadership FACTORS THAT IMPACT GENDER GAP IN HEALTHCAR
The effects of the implementation of the use of data analytics on performance in the field of facilities management: A systematic review
No full textThis systematic review investigates current research in the studies of data collection and
analytics on performance efficiency in facilities management departments. This review
demonstrates while research is limited it is clear that data collection and analysis will have a very
important role and impact of the future on facilities management organizations. Thus, facilities
management organizations should move quickly to adopt data analytics in their everyday
decision-making process.
Methods: A systematic review was conducted with research papers being selected between the
years of 2010 and 2022 for relevancy.
Results: The results in this systematic review indicate that data collection and data analytics are
the future and would be beneficial for use in facilities management. While research in facilities management in general is limited, it is evident that facilities management organizations are
behind in the use of data collection and data analysis.
Conclusions: The findings concluded in this systematic review allow facilities management
organizations to make a well supported, evidence-based decision on why they should proceed
with the use of data collection and analysis.
Implications: There is a need in facilities management organizations to incorporate data
collection and analysis in the decision-making process.DATA ANALYTICS AND THE USE IN FACILITIES MANAGEMENT i
Abstract
Title of Dissertation: THE EFFECTS OF THE IMPLEMENTATION OF
THE USE OF DATA ANALYTICS ON
PERFORMANCE IN THE FIELD OF FACILITIES
MANANAGEMENT: A SYSTEMATIC REVIEW
Nicholas B. Gingue
Doctor of Business Administration, 2022
This systematic review investigates current research in the studies of data collection and
analytics on performance efficiency in facilities management departments. This review
demonstrates while research is limited it is clear that data collection and analysis will have a very
important role and impact of the future on facilities management organizations. Thus, facilities
management organizations should move quickly to adopt data analytics in their everyday
decision-making process.
Methods: A systematic review was conducted with research papers being selected between the
years of 2010 and 2022 for relevancy.
Results: The results in this systematic review indicate that data collection and data analytics are
the future and would be beneficial for use in facilities management. While research in facilities
DATA ANALYTICS AND THE USE IN FACILITIES MANAGEMENT ii
management in general is limited, it is evident that facilities management organizations are
behind in the use of data collection and data analysis.
Conclusions: The findings concluded in this systematic review allow facilities management
organizations to make a well supported, evidence-based decision on why they should proceed
with the use of data collection and analysis.
Implications: There is a need in facilities management organizations to incorporate data
collection and analysis in the decision-making process.
Key Words: Data Collection, Data Analytics, Facilities Management, Performance Management
DATA ANALYTICS AND THE USE IN FACILITIES MANAGEMENT iii
THE EFFECTS OF THE IMPLEMENTATION OF THE USE OF DATA ANALYTICS
ON PERFORMANCE IN THE FIELD OF FACILITIES MANAGEMENT: A
SYSTEMATIC REVIEW
By
Nicholas B. Gingue
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2022
DATA ANALYTICS AND THE USE IN FACILITIES MANAGEMENT iv
© Copyright by
Nicholas B. Gingue
2022
DATA ANALYTICS AND THE USE IN FACILITIES MANAGEMENT v
Dedication
This dissertation is dedicated to my family. They were always supportive throughout the
doctoral process and often gave up family time to allow me to pursue this personal and
professional achievement. A special thank you to my wife Kate who has always been my biggest
supporter in life and gave up all her time to take kids to practices, school functions and other
activities so I could work on my education.
DATA ANALYTICS AND THE USE IN FACILITIES MANAGEMENT vi
Acknowledgements
I want to acknowledge my advisor, coach and mentor Dr. James Gelatt for his leadership,
persistence, and support throughout the dissertation process. I am thankful for his personal
attention to ensure that I stayed on track and was successful in finishing my degree.
I would also like to acknowledge my dissertation cohort: Envia Malone, Lynda Aldana
and Ed Sierra. They have all been supportive and present providing words of wisdom and
encouragement. Going through this process with such a great group of people at the same time
has been extremely helpful and less intimidating. Congratulations to all of you and thank you
taking this journey with me.
Additionally, I would like to thank my friends and extended family for all their support of
me and my family as I was not as present as I had been in the past. Friends and family stepped
in during my absence and helped support my wife and kids for many activities. We will forever
be thankful and grateful for all of them.
Lastly, I would like to acknowledge Towson University for their support and financial
backing of my doctoral degree. Without such a great benefit and place to work, I would not have
been able to attain this professional and personal achievement without the burden of student
debt.
DATA ANALYTICS AND THE USE IN FACILITIES MANAGEMENT vii
Table of Contents
Abstract .......................................................................................................................................... i
THE EFFECTS OF THE IMPLEMENTATION OF THE USE OF DATA ANALYTICS
IN THE FIELD OF FACILITIES MANAGEMENT: A SYSTEMATIC REVIEW ............ iii
Dedication ..................................................................................................................................... v
Acknowledgements ...................................................................................................................... vi
Table of Contents ........................................................................................................................ vii
List of Tables ............................................................................................................................... ix
List of Figures ............................................................................................................................... xi
Chapter 1: Introduction and Overview of the Management Problems ................................... 1
Background and Overview .......................................................................................................... 1
Data Collection and Analytics in Facilities Management ....................................................... 2
Performance Management in Facilities Management ............................................................. 3
Problem Statement and Significance of the Problem .................................................................. 4
Purpose of the Study and the Research Question ....................................................................... 4
CIMO Framework ....................................................................................................................... 5
Rational for the Study .................................................................................................................. 6
Definitions and Terminology ....................................................................................................... 7
Chapter Summary ........................................................................................................................ 9
Organization of the Dissertation ................................................................................................. 9
Chapter 2: Scoping Literature Reference and Theoretical Frame ........................................ 11
Theoretical Framework ............................................................................................................. 11
John Kotter’s Eight-Step Change Model ............................................................................... 12
Roger’s Diffusion of Innovation............................................................................................ 14
Kotter and Roger’s Theories in Action.................................................................................. 16
Scoping Literature Review ........................................................................................................ 17
DATA ANALYTICS AND THE USE IN FACILITIES MANAGEMENT viii
Facilities Management ........................................................................................................... 18
Change .................................................................................................................................. 20
Sustainability ......................................................................................................................... 23
Peformance Management ...................................................................................................... 24
Data Analytics……………………………………………………………………………….26
Conceptual Framework ............................................................................................................. 28
Chapter Summary ...................................................................................................................... 30
Chapter 3: Method ...................................................................................................................... 32
Design and Methodology .......................................................................................................... 32
Systematic Review ..................................................................................................................... 33
The Evidence-Based Research Framework............................................................................... 34
Evidence-Based Management ................................................................................................... 35
Review Question and Methodology ........................................................................................... 36
Search Strategy and Inclusion/Exclusion Criteria .................................................................... 37
Inclusion and Exclusion Criteria .............................................................................................. 38
Appraisal .................................................................................................................................. 39
PRISMA ................................................................................................................................... 44
Analysis and Synthesis Methodology ........................................................................................ 45
Coding Process ...................................................................................................................... 46
Chapter Summary ...................................................................................................................... 49
Chapter 4: Analysis and Findings ............................................................................................. 50
Review of the Research Question .............................................................................................. 50
Description of the Data Set ....................................................................................................... 50
Data Extraction ...................................................................................................................... 52
Results of Coding .................................................................................................................. 52
Results of the Synthesis of the Articles ...................................................................................... 55
Theme 1: Strategies, Including Benchmarking, can Lead to Change ....................................... 55
Theme 2: Data Collection and Analysis in Facilities Management can Lead to Change if used
Effectively ................................................................................................................................. 58
Equipment .............................................................................................................................. 59
Staffing ................................................................................................................................. 60
Theme 3: Performance management in facilities management can be improved with the use of
data ........................................................................................................................................... 61
DATA ANALYTICS AND THE USE IN FACILITIES MANAGEMENT ix
Theme 4: Support of leadership is key to success for change ................................................... 63
Revised Conceptual Framework ............................................................................................... 64
Chapter Summary ...................................................................................................................... 66
Chapter 5: Conclusions and Implications................................................................................. 68
Review of the Research ............................................................................................................. 68
Answering the Research Question............................................................................................. 69
Implications for Practice ........................................................................................................... 69
Recommendations for Practitioners .......................................................................................... 70
Recommendation 1: FM organizations should embrace data collection and analytics ......... 70
Recommendation 2: FM organizations should start small in terms of collecting and analying
data........................................................................................................................................ 71
Recommendation 3: Leadership and staff support are important for success ....................... 72
Recommendation 4: Be intentional and persistent in the change process ............................. 73
Limitations of the Dissertation .................................................................................................. 74
Areas for Future Research ........................................................................................................ 75
Conclusion ................................................................................................................................ 75
References ................................................................................................................................... 77
Appendix A ................................................................................................................................. 87
DATA ANALYTICS AND THE USE IN FACILITIES MANAGEMENT x
List of Tables
Table 1 CIMO Framework ....................................................................................................... 5,36
Table 2 CIMO Used to Create Research Question .................................................................. 6,37
Table 3 Inclusion/Exclusion Criteria........................................................................................... 38
Table 4 TAPUPAS Quality Assessment Example ...................................................................... 39
Table 5 TAPUPAS ..................................................................................................................... 40
Table 6 TAPUPAS Quality Assessment Article Appraisal ........................................................ 41
Table 7 Level One Coding .......................................................................................................... 47
Table 8 Descriptive Code Examples ........................................................................................... 48
Table 9 Data Extraction Table .................................................................................................... 52
DATA ANALYTICS AND THE USE IN FACILITIES MANAGEMENT xi
List of Figures
Figure 1 Kotter’s Eight Stage Process of Creating Major Change ............................................. 13
Figure 2 Diffusion of Innovation ................................................................................................ 14
Figure 3 Conceptual Framework................................................................................................. 30
Figure 4 Evidence Based Research ............................................................................................. 35
Figure 5 PRISMA Research ........................................................................................................ 45
Figure 6 PRISMA ........................................................................................................................ 51
Figure 7 Coding and Theme ....................................................................................................... 54
Figure 8 John Kotter’s Change Theory ....................................................................................... 65
Figure 9 Conceptual Framework of John Kotter’s Change Theory ............................................ 66
DATA ANALYTICS AND THE USE IN FACILITIES MANAGEMENT 1
Chapter 1: Introduction and Overview of the Management Problem
This dissertation examined the use of data analytics to improve performance in the field
of facilities management (FM). The findings and recommendations presented here should help
educate FM organizations on the benefits of using data analytics on performance related issues
and the decision-making processes. There is evidence to show that the use of data analytics has
had a positive impact on performance in FM organizations. It is proposed that by implementing
the collection of data and use of data analytics, facilities managers can increase performance of
employees by finding ways to make processes more efficient while saving time and money as
well. This chapter will provide a background and overview of some problems facing FM
organizations and how collecting and analyzing data could be useful.
Background and Overview
When people think about the meaning of FM, what may come to mind are the
stereotypical tasks such as maintenance and housekeeping. However, FM encompasses a lot
more than just fixing mechanically related issues and cleaning buildings and equipment. While
these items are very important, they are just a fraction of the many areas covered by FM. FM
encompasses the life cycle of a building, how the building operates and how long a building will
live. The better a building is built and maintained the longer that building will live and be an
asset to the organization and not a drain on the budget and employees’ time. The role of FM in
the life of a building or organization is important to the success and longevity of that
organization or building.
Over that last few decades, the landscape of FM has seen significant change. While in the
past, management was largely reliant on staff having “eyes on” the equipment that operated a
DATA ANALYTICS AND THE USE IN FACILITIES MANAGEMENT 2
building. Today, there is technology that will remotely monitor all building systems, allowing
companies to save time and money on staffing. Communication from customers to facilities staff
has changed as well. In the past, customers would need to seek someone out or submit a written
work order and leave it in a drop box that would be checked on by maintenance staff once or
twice a day. Today, there are entire online work order systems or computer maintenance
management systems (CMMS) in use in many organizations. All that is needed to utilize one of
these automated work order systems is access to a computer or cell phone for the user submitting
the work order or the technician who is working out in the field. The convenience of these
automated systems, coupled with the speed with which the work orders are submitted to FM
staff, lead to improved customer service, and communications between FM staff and building
occupants. A work order system or CMMS system has the capability to gather real-time
information and data with photos. Maintenance staff can instantly receive the work order on their
phone or print it out on their computer so they can immediately react to a work order, closing the
time gap during when customers may become frustrated, and the buildings damaged.
Data Collection and Analytics in Facilities Management
Data collection in the modern world is bountiful. Every program used on personal
computers or cell phones collects data. The hard part is deciding which data is the most
important and how to analyze and use it. This challenge is no different in the world of FM.
Building systems, such as cooling and heating systems or lighting systems, work management
systems that process work orders and automated control systems that turn equipment on and off,
or up and down on timers are constantly collecting data. This can consist of who is entering
work orders, how often items are breaking, what is done to fix the item, how much water is used,
how much power is used, what temperature of the day the room is the hottest and so on. All day,
DATA ANALYTICS AND THE USE IN FACILITIES MANAGEMENT 3
every minute, data is collected for programs facilities practitioner’s use. The question is: how c
The effects of the implementation of flexible work arrangements on employee retention in government organizations: A systematic review
No full textAs costly employee turnover continues to increase throughout the federal government, there is an urgent need for leaders, managers, and human resources practitioners to explore opportunities to mitigate turnover and increase retention. This dissertation explored the implementation of flexible work arrangements as a means to increase employee retention and answered the research question: “What are the effects of the implementation of flexible work arrangements in government organizations on employee retention?” The dissertation relied on Equity Theory as the theoretical framework to view the problem. A systematic review was utilized to execute the dissertation and relied on the findings from 39 studies. The dissertation provided three recommendations for practitioners: (1) government organizations should recognize employees’ preference for work-life balance, (2) government organizations should foster an organizational culture that promotes flexibility and eliminates stigmas surrounding flexible work arrangements, and (3) government organizations should prepare employees at all levels of the organization to utilize flexible work arrangements and provide the necessary resources prior to implementation.
The dissertation surmised that government organizations may be able to utilize flexible work arrangements to address employee retention. Flexible work arrangements can have a significant impact on employee work-life balance, though employees’ preferences must be carefully considered. Leadership should be supportive of flexibility in the workplace and motivate employees to prioritize their work-life balance to have an impact on employee wellbeing. This must be coupled with the development of an organizational culture that promotes and fosters employee flexibility. Lastly, government organizations should ensure employees are prepared to utilize flexible work arrangements. It is hoped that government organizations may be able to increase employee retention by implementing flexible work arrangements
Ensuring a return on investment from digital initiatives in the public sector
No full textPublic sector organizations have a problem avoiding expensive, inefficient cost or schedule
variances that may exhaust the resources of a project, and many deploy digital initiatives
without clear, direct evidence of a quantifiable return on investment. The purpose of this
investigation is to determine if the evidence supports that digital initiatives have a measurable
return on investment for major projects in the public sector, and could rationalize investment
at many levels. A systematic review questioned, In public sector organizations, does the
evidence suggest that the application of operational excellence ensures a ROI from digital
initiatives? Scientific Management was selected as the theoretical lens. The findings and
conclusions of 43 peer-reviewed scholarly articles, from dozens of international journals,
representing numerous sectors provided the data that was analyzed on operational excellence,
digitalization, their synergy and benefits. The key findings are: 1. The combination of digitalization and operational excellence has quantifiable positive effect; 2. The combination makes benefits predictable; 3. The combination is testable with incremental deployment; 4. The combination makes the return on investment measurable; 5. The combination is compatible with any office design. This research improves understanding of how to quantify and deliberately plan the impact of digital initiatives. The conclusion is that mangers should: 1. Select the intended human outcome (customer value or staff effectiveness), then 2. Make five key management choices, 3. Select an operational excellence toolset, and 4. Implement the appropriate Industry 4.0 technology.ENSURING A RETURN ON INVESTMENT FROM DIGITAL
ABSTRACT
Title of Dissertation: ENSURING A RETURN ON INVESTMENT FROM DIGITAL INITIATIVES IN THE PUBLIC SECTOR
Stephen Michael Waugh,
Doctor of Business Administration, 2022
Public sector organizations have a problem avoiding expensive, inefficient cost or schedule variances that may exhaust the resources of a project, and many deploy digital initiatives without clear, direct evidence of a quantifiable return on investment. The purpose of this investigation is to determine if the evidence supports that digital initiatives have a measurable return on investment for major projects in the public sector, and could rationalize investment at many levels. A systematic review questioned, In public sector organizations, does the evidence suggest that the application of operational excellence ensures a ROI from digital initiatives? Scientific Management was selected as the theoretical lens. The findings and conclusions of 43 peer-reviewed scholarly articles, from dozens of international journals, representing numerous sectors provided the data that was analyzed on operational excellence, digitalization, their synergy and benefits. The key findings are: 1. The combination of ENSURING A RETURN ON INVESTMENT FROM DIGITAL
digitalization and operational excellence has quantifiable positive effect; 2. The combination makes benefits predictable; 3. The combination is testable with incremental deployment; 4. The combination makes the return on investment measurable; 5. The combination is compatible with any office design. This research improves understanding of how to quantify and deliberately plan the impact of digital initiatives. The conclusion is that mangers should: 1. Select the intended human outcome (customer value or staff effectiveness), then 2. Make five key management choices, 3. Select an operational excellence toolset, and 4. Implement the appropriate Industry 4.0 technology.
Key Words: digital transformation, operational excellence, Industry 4.0 ENSURING A RETURN ON INVESTMENT FROM DIGITAL i
ENSURING A RETURN ON INVESTMENT FROM DIGITAL INITIATIVES
IN THE PUBLIC SECTOR
By
Stephen Michael Waugh
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2022
ENSURING A RETURN ON INVESTMENT FROM DIGITAL ii
©Copyright by
Stephen Michael Waugh
2022
ENSURING A RETURN ON INVESTMENT FROM DIGITAL iii
Dedication
This effort is dedicated to the people in my life who made it possible, and those I hope it sets an example for. Without the support of my wife throughout, I might never have begun or I may have taken one of the many off-ramps to stop. Innumerable times she interceded and helped me choose between what I wanted to say and what I should. She is the great leavening agent of my life.
My sons are a constant encouragement, and their sarcasm and wit fill my heart. I hope this shows them what else is possible for their own lives. I am immensely proud of them both, and their different paths, but similarly impressive results.
Without my parents, and all their flaws, I would not be here today. It is a terrible disappointment that my father passed away in the midst of this and cannot celebrate its completion with us. It is a great joy that my mother will. They both made it possible.
ENSURING A RETURN ON INVESTMENT FROM DIGITAL iv
Acknowledgements
I must acknowledge several people for their support and guidance during this doctoral journey. This cohort like several others had to endure the challenges of COVID and the many hurdles it presented. We all had to make it up as we went along.
While every professor had an impact, some were pivotal. Twice during this process, I was convinced I had to give up. When my father had a profound stroke and I was driving more than 100 miles a day to sit in a parking lot to see if the hospital would let me speak for him, Dr. Marcia Bouchard was there. Without her personal intercession, I would have quit.
Elective surgery on my right shoulder put me into a sling, which the surgeon informed me (in post-op) was mandatory for 8 weeks. That is when I discovered the deferred maintenance on my neck prevented me from typing left-handed for more than a minute. Dr. Tacy Holliday encouraged me, and gave me the accommodations necessary to stay on until I found ways to type again.
I have an embarrassment of wealth in my colleagues. I am surrounded by the best researchers working on the toughest problems in the world, and a large number of them have Ph.D’s. Dr. Matt Tillman helped me formulate a question worth researching, Dr. Timothy Davis helped me see what I was really saying, and Dr. Bryan Herdlick repeatedly pressed me to improve the work. Others were encouraging, curious, and supportive, like Dr. Kerry Neace, Kim McEligot (Ph.D candidate), and Justin Shogur (Ph.D. candidate). When your friends can listen to your presentation, challenge your theoretical frame and offer alternate citations, it is a gift.
ENSURING A RETURN ON INVESTMENT FROM DIGITAL v
Table of Contents
Dedication ..................................................................................................................... iii
Acknowledgements ....................................................................................................... iv
Table of Contents........................................................................................................... v
List of Tables ................................................................................................................. x
List of Figures............................................................................................................... xi
Chapter 1: Introduction and Overview of the Management Problem ............................ 1
Problem Statement and Significance of the Problem 1
GAO Annual Weapon System Assessments ............................................................... 4
DoD Digital Engineering Strategy (2018) .................................................................. 5
DoD Digital Modernization Strategy (2019) .............................................................. 6
DoD Data Strategy (2020) .......................................................................................... 8
Research Purpose 9
Quality Improvement .................................................................................................. 9
The Research Question 10
Chapter Summary 11
Chapter 2: Literature Landscape and Theoretical Frame ............................................. 12
Literature Landscape 12
Digital Initiatives ...................................................................................................... 12
Operational Excellence ............................................................................................. 18
Knowledge Gap ........................................................................................................ 22
Theoretical Framework 23
Selection Process ...................................................................................................... 23 ENSURING A RETURN ON INVESTMENT FROM DIGITAL vi
Scientific Management ............................................................................................. 30
Chapter Summary 35
Chapter 3: Method ....................................................................................................... 36
Evidence-based Research and Evidence-based Management 36
Systematic Review .................................................................................................... 37
Systematic Review Process ....................................................................................... 41
Subject Matter Experts .............................................................................................. 46
Types of Systematic Review ..................................................................................... 48
Summary & Selection ............................................................................................... 51
Search 52
Search Process .......................................................................................................... 52
Inclusion and Exclusion Criteria. .............................................................................. 54
Sensitivity and Specificity ........................................................................................ 58
Snowballing .............................................................................................................. 60
Relevance screening 60
Appraisal 60
Weight of Evidence ................................................................................................... 61
Analysis 62
Pre-Coding ................................................................................................................ 65
First Cycle Coding. ................................................................................................... 65
Second Cycle Coding. ............................................................................................... 67
Synthesis 69
Realist Synthesis ....................................................................................................... 69 ENSURING A RETURN ON INVESTMENT FROM DIGITAL vii
Narrative Synthesis ................................................................................................... 70
Thematic Synthesis ................................................................................................... 70
Selected Synthesis Method ....................................................................................... 71
Chapter Summary 73
Chapter 4: Results ........................................................................................................ 75
Search Term Sensitivity and Specificity Analysis 75
Description of the Sources Returned 77
OneSearch ................................................................................................................. 77
ProQuest .................................................................................................................... 77
Scopus ....................................................................................................................... 78
Results of the Quality Appraisal of the Data Set 80
Results of Quality Appraisal ..................................................................................... 80
Source Characterization ............................................................................................ 82
Analysis 86
Inductive Codes ........................................................................................................ 86
Categories ................................................................................................................. 87
Themes ...................................................................................................................... 88
Findings and Discussion 91
Operations ................................................................................................................. 91
Digitalization ............................................................................................................. 92
Digitalization-Operations Synergy ........................................................................... 97
Benefits of Operations ............................................................................................ 106
Benefits of Digitalization ........................................................................................ 107 ENSURING A RETURN ON INVESTMENT FROM DIGITAL viii
Benefits of Combination ......................................................................................... 109
Human Factors ........................................................................................................ 111
Summary of Findings .............................................................................................. 113
Chapter Summary ................................................................................................... 116
Chapter 5: Recommendations and Conclusion ...........................................................117
Review of the Research 117
Operations and Benefits. ......................................................................................... 117
Digitalization and Benefits. .................................................................................... 118
Benefits of Combining Digitalization and Operations. ........................................... 119
Human Factor. ......................................................................................................... 121
Risks. ....................................................................................................................... 121
Answer to the Research Question 122
Management Implications 123
Recommendation 1 – Select Target ........................................................................ 128
Recommendation 2 – Set Priorities ......................................................................... 129
Recommendation 3 – Pick Toolset ......................................................................... 131
Recommendation 4 – Choose Technology ............................................................. 132
Summary 133
Limitations of the Study and Areas for Future Research 133
Limitations of the Study .......................................................................................... 133
Areas for Future Research....................................................................................... 134
Conclusion 135
References ..................................................................................................................136 ENSURING A RETURN ON INVESTMENT FROM DIGITAL ix
Appendix A Quality Assessment ................................................................................... 1
Appendix B Weight of Evidence ................................................................................... 1
Appendix C Acronyms .................................................................................................. 1
ENSURING A RETURN ON INVESTMENT FROM DIGITAL x
List of Tables
Table 1. Research Question Constructs and Variables .............................................. 11
Table 2. Initial Search Strings .................................................................................... 59
Table 3. Comparison Of Realist, Narrative And Thematic Synthesis ......................... 71
Table 4. Number Of Sources by Publication............................................................... 83
Table 5. Evidence Hierarchy of Retained Sources ..................................................... 85
Table 6. Categorized Inductive Codes and Occurrences ............................................ 87
Table 7. Distribution Of Data Points Exposed Themes .............................................. 89
Table 8. Integrating Operations and Digitalization ..................................................101
Table 9. Matrix of Impact ...........................................................................................103
ENSURING A RETURN ON INVESTMENT FROM DIGITAL xi
List of Figures
Figure 1. Industry 4.0 Technologies and Principles ................................................... 15
Figure 2. Relations ...................................................................................................... 17
Figure 3. Variety Of Operational Excellence Tools .................................................... 21
Figure 4. Preliminary Relationship Mapping ............................................................. 23
Figure 5. Systematic Review ....................................................................................... 38
Figure 6. PRISMA Checklist Process.......................................................................... 43
Figure 7. Stages Of The Review Process .................................................................... 44
Figure 8. Systematic Review Process For Dissertation .............................................. 45
Figure 9. Sample PRISMA Flow Diagram .................................................................. 53
Figure 10. Relevant Data Reach Back ........................................................................ 56
Figure 11. Scopus Analysis, Documents By Year ........................................................ 57
Figure 12. Coding Example ........................................................................................ 64
Figure 13. Method of Synthesis for Review ................................................................. 73
Figure 14. Completed PRISMA Diagram.................................................................... 79
Figure 15. Atlas.ti (Web) Example .............................................................................. 81
Figure 16. Data Points Supporting Revised Relationship Map .................................. 90
Figure 17. Industry 4.0 ............................................................................................... 93
Figure 18. Digital Transformation Patterns ............................................................... 96
Figure 19. Maturity Framework ................................................................................. 98
Figure 20. Lean Enterprise ........................................................................................104
Figure 21. MBSE Factors Related to Investments And Gains ....................................108
Figure 22. Process to Integrate Digital into Lean .....................................................112 ENSURING A RETURN ON INVESTMENT FROM DIGITAL xii
Figure 23. Methodology to Achieve Automation ........................................................114
Figure 24. Digitalization Acts with Operational Excellence for Greater Benefit ......124
Figure 25. Results Link Back to Theory, and Forward to Implications .....................125
Figure 26. Implementation Strategy ...........................................................................127 ENSURING A RETURN ON INVESTMENT FROM DIGITAL 1
Chapter 1: Introduction and Overview of the Management Problem
Management initiatives are seen throughout history, in the public and private sectors. The New Deal was a series of policies and programs aimed to relieve the Great Depression, and produced a variety of effects. The Tennessee Valley Authority, Federal Housing Administration and the Securities and Exchange Commission were management initiatives on a grand scale. President Reagan signed the Productivity Improvement Program for the Federal Government, effectively making Total Quality Management the law of the land (Executive Order 12637, 1988). Even the Roman Empire sought to improve project management (Walker, 2011).
In 2017, the Department of Homeland Security (DHS) launched their Digital Transformation policy (DHS, 2017). This was in response to the U.S. Digital Services Playbook (CIO Council, 2014). Montgomery County, Maryland’s Digital Government Strategy was published in 2012. Digital initiatives are pervasive in the public sector.
In 2018, the Department of Defense (DoD) embraced digital management trends. DoD issued policies such as the DoD Digital Engineering Strategy (2018c), DoD Digital Modernization Strategy (2019) and DoD Data Strategy (2020). These strategies must be echoed and implemented by each service, and their subordinate acquisition commands (Digital Systems Engineering Transformation Strategy, 2020). However, there is no clear, direct evidence of a quantifiable benefit, leaving open to question if these digital initiatives are an efficient choice, management fashion, or fad.
Problem Statement and Significance of the Problem
The story of the military’s $600 hammer is perhaps legendary (Freedberg, 1998). While some may claim it is a myth, similar stories continue to surface (Dinan, 2018). Those ENSURING A RETURN ON INVESTMENT FROM DIGITAL 2
may