Investigation of technology adoption in an academic setting through a modified UTAUT model: case of a new biometric attendance system
Purpose This paper aims to examine a change process – introduction of biometric attendance system (BAS) for students – and its aftermath using a modified Unified Theory of Acceptance and Use of Technology (UTAUT) model. The BAS was introduced to make the process more time-efficient and error-free and to digitally link attendance records with other key routines. The study investigates emerging phases of a change process, from initial resistance to gradual acceptance and adoption in a non-business setting of a higher educational institution (HEI). Design/methodology/approach The investigation was undertaken in two stages over six months and deploying mixed-method triangulation among students from a prestigious Indian HEI. The first stage was qualitative in nature and deployed focused group discussions and interviews. Application of NVivo software resulted in themes related to this phenomenon. The modified framework was validated in the second stage using hypothetico-deductive approach. Findings The study discovered and validated two new dimensions of UTAUT model: Data Security and Commitment to Institutionalization in the studied context. Also, the two dimensions of the original UTAUT model, Performance Expectancy and Effort Expectancy, did not show significant relationship with behavioral intension to use. Possible reasons for this aberration have been discussed. Practical implications Seamless communication among key stakeholders is imperative before proposing a change. Commitment to institutionalization should be ensured in a change process to minimize disruptions and boost credibility of the top management. Also, robust data security measures should be adopted, if it is applicable to the context. Originality/value To our best knowledge, this is the first study centered around a change management process in a non-business (academia here) setting deploying UTAUT model. Also, the resulting new dimensions and some deviating results add value to the existing body of literature in the related domains.
Institutions
- Indian Institute of Technology Kanpur (IN)
Publication Details
- Journal
- Journal of Organizational Change Management
- Published
- 2025-08-14
- DOI
- https://doi.org/10.1108/jocm-01-2025-0020
- Citations
- 1
- Primary Topic
- Organizational and Employee Performance
- Type
- article
- Field-Weighted Citation Impact
- 2.48