Committee Chair

David W. Rausch

Committee Member

Elizabeth K. Crawford; Jessica N. Taylor; Cindy T. Williamson

Department

Dept. of Applied Leadership and Learning

College

College of Health, Education, and Professional Studies

Publisher

University of Tennessee at Chattanooga

Place of Publication

Chattanooga (Tenn.)

Abstract

Digital transformation refers to the strategic integration of innovative technologies, which include mobile devices, artificial intelligence, and cloud computing, to name a few. These digital technologies weave into business processes to drastically enhance and ultimately improve the customer experience, optimize operational efficiency, or forge new revenue streams (Beach, 2021). This mixed-methods study investigated the dynamics of digital transformation in higher education from the perspective of information technology professionals. There were four primary research questions: • Research Question 1 (RQ1): Does one or more demographic factor predict an employee’s level of decision-making in higher education as it relates to digital transformation? • Research Question 2 (RQ1): What is the relationship between perceived organizational support and the decision-making process in higher education as it relates to digital transformation? • Research Question 3 (RQ1): What themes contribute to an employee's negative or positive perceptions of their organization's capacity for digital transformation? • Research Question 4 (RQ1): What challenges contribute to an organization's agency for digital transformation initiatives? The quantitative portion of the study leveraged a survey instrument to collect data in five areas: demographics, general experience with digital transformation, sentiment and decision-making, work environment, and digital transformation efforts. Regression analysis determined a model of combined demographic information had no significance in predicting digital transformation decision-making, except with job roles. In addition, a Pearson’s correlation was performed between perceived support and digital transformation decision-making, resulting in a positive correlation between the two. Interviews were performed and analyzed through coding and categorizing, and they were evaluated for emergent themes. These findings highlighted the importance of administrators understanding and acknowledging the complexities of digital transformation by establishing supportive frameworks that empower IT professionals and non-IT staff across the organization. Potential recommendations include establishing funding specific for digital transformation, fostering a culture of collaboration, and promoting adaptability across the institution.

Degree

Ph. D.; A dissertation submitted to the faculty of the University of Tennessee at Chattanooga in partial fulfillment of the requirements of the degree of Doctor of Philosophy.

Date

12-2024

Keyword

Digital Transformation; Higher Education; Organizational Support; Decision-Making; Information Technology; Employee Perception

Document Type

Dissertation/Thesis

DCMI Type

Text

Language

English

Rights

http://rightsstatements.org/vocab/InC/1.0/

License

http://creativecommons.org/licenses/by/4.0/

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