Julie Bolton Falgout is the president/CEO of University of Louisiana Lafayette Foundation. She is responsible for administrative operations, securing resources, fiscal oversight, donor cultivation, stewardship and recognition programs, and governance responsibilities of the board of trustees. She earned bachelor’s and master’s degrees from Louisiana State University, an MBA at the University of Louisiana and a doctorate from Grenoble Ecole de Management. Julie chairs the Council for dvancement and Support of Education (C.A.S.E.) Institutionally Related Foundation National Annual Conference.
This study examines the impact of technological adoption and acceptance on organizational effectiveness within the nonprofit organization (NPO) sector, emphasizing University Institutionally-Related Foundations (IRFs). Extended theoretical research is crucial in advancing the NPO sector’s organizational efficiency, management/leadership insight and industry best practices, particularly with technological applications.
Relative theoretical models with constructs of technology adoption model (TAM) were evaluated and applied to an adapted model for measurement. Preliminary assessment using structured qualitative interviews were incorporated and final survey instrument measured through quantitative data analysis.
Final analysis revealed significance with tech savviness and technology implementation. The research substantiates TAM theoretical relevance for expounding the phenomenon linked to organizational effectiveness and impact of technology adoption. Findings indicate IRFs with developed resources have enhanced capacity to adopt technology.
Limitations: a relatively small sample size limiting generalization to defined population; external factors such as outsourced training, shared services or IT consulting may affect results; and mediation/moderation analysis showed limited significance in each analysis (TU partial mediation to TI/PO and moderation of TSf to TI/TU). Implications include, though TAM has been tested among various information systems (Venkatesh et al., 2007), TAM has not been tested with technologies surveyed in this study and in a nonprofit organizational context. Research extending the TAM theory (Davis, 1989), or Theory of Reasoned Action (Ajzen and Fishbein, 1977; 1980) for nonprofit managers knowledge of employees acceptance of technologies to incentivize workers and create valuable organizational efficiencies. Further analysis on extended TAM2 model and UTAUT theory emphasizing perceived usefulness and perceived ease of use for workers would assist nonprofit managers in establishing employee proficiencies.
Challenges include implementing technology within organizations, i.e., managers facilitating adoption of technologies with “laggard” subordinates, developing/enforcing a robust technology security plan, internal protocols on use/access of advanced systems, providing appropriate training and employee motivation for maximizing technology use and improving productivity.
Managerial insight of distinctions between nonprofits/for-profits with technology acceptance is significant for organizational efficacy. Technological advances are crucial in creating value for employees, generating organizational efficiencies and sustaining organizational mission. Technological innovations for tracking charitable contributions, identifying impact of spending and trends is essential.
Social media systems influence generational preferences with online giving (i.e., crowdfunding, text-to-give) realizing an immediate impact on a project/program warrants further research. Using TAM constructs to further research is advantageous for nonprofit leaders targeting fundraising initiatives towards generational groups.
This study provides a unique exploration of technology adoption and impact within IRF sector. This research offers a valuable basis for TAM researchers, organizational effectiveness and leadership researchers furthering the advancement of nonprofits. Keywords: Nonprofit organizational effectiveness; technology acceptance model; manager performance; institutionally-related foundations.
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