Development of a systemic interdisciplinary approach to understanding human behaviour during enterprise content management institutionalisation

Abstract

It is widely accepted that enterprise content management (ECM) solutions must be fully institutionalised; otherwise, they do not assist organisations in achieving improved efficiency, effectiveness, or productivity. While participating in an enterprise content management (ECM) project at NamPower, the inherent human dimensions were meticulously observed during the implementation and institutionalisation processes. These observations sparked extensive discussions with project team members, peers, and colleagues, discovering that the observed behavioural patterns transcended the boundaries of a single institution or project; they manifested as a global phenomenon. An exhaustive literature review was conducted to delve deeper, focusing on the international context of human behaviour during ICT and information management-related projects, with ECM institutionalisations as the central lens. The literature review confirmed the global nature of the observed behaviour. Subsequently, a maturity assessment and change adoption survey were conducted at NamPower to validate the observed behaviour. Additionally, focus group interactions were conducted to provide feedback to participants and gain deeper insights into their perspectives on the observed behaviour. An ethnographic study meticulously documented the findings, including the observed behaviour, the results from the maturity assessment, the change adoption survey, and focus group discussions. Synthesising this ethnographic data with the outcomes of the literature review and informed by interactions with other clients and international colleagues, a significant conclusion was reached: Despite the substantial attention given to change management, effectively managing the human dimension within the symbiotic relationship among people, processes, information, and technology remains a formidable challenge. The study revealed that understanding human behaviour as a multifaceted, dynamic system is crucial for effective organisational change. Leadership support and fostering a learning culture are pivotal during this process. Moreover, skilled change agents - balancing autonomy and cooperation - play a vital role in successful institutionalisation. Moving beyond technical skills, digital literacy encompassing sociological awareness and emotional intelligence is required as part of customised training in information behaviour. Including effective use of technology tools and interventions like speed reading, time management, stress reduction, mindfulness, and behavioural coaching, digital literacy training will empower individuals to navigate change effectively. The study further revealed that existing theoretical constructs, although centred on human components, fall short of addressing how individual employees navigate dynamic work environments. Even within change management frameworks ostensibly tailored to individuals, the emphasis prioritises the collective employee experience, overlooking the nuanced factors influencing each person’s acceptance or resistance to change during ECM institutionalisation. Consequently, while exploring the interdisciplinary dimensions of ECM institutionalisation, we discovered that no single theoretical construct adequately served as the study’s theoretical foundation. Thus, an original theoretical framework that underscores the intricate nature of human behaviour within the interdisciplinary context of ECM institutionalisations was developed. This forms the basis of the systemic interdisciplinary approach to understanding human behaviour during ECM institutionalisation, which proposes a single lens for a telescopic view of the complex nature of the human dimensions in ECM institutionalisations. With every turn of the lens, the telescopic view enables examining the intricate interplay among individuals, organisational processes, and technological systems during the process of ECM institutionalisation from an interdisciplinary perspective. A nuanced understanding of human behaviour is paramount in the context of ECM institutionalisation. Rather than viewing individuals as isolated entities, their intricate integration within the organisational fabric should be understood. Thus, the theoretical framework operates at the intersection of disciplines, bridging boundaries to illuminate the interplay of people, processes, and technology during ECM implementation and beyond. Within the telescopic view, “humans as systems”, with “styles of being”, are expressing information behaviour that contributes to creating organisational learning cultures, thus enabling organisations to remain competitive. The goal of the telescopic interdisciplinary approach is to extend beyond theory; it has a practical application. As organisations navigate ECM institutionalisation, they continuously need to adjust their focus to a) understanding individuals’ unique threads - motivations and hindrances alike- and how these change over time. b) continuously aligning processes and technology to maintain coherence. c) create an environment where employees accept change and actively contribute to its success. d) foster a mindset where adaptation and continuous improvement become part of the organisational DNA. To ensure that ECM solutions are institutionalised, a thorough understanding of the interaction between people, processes, technology, and information as a system and an in-depth understanding of the complexity of human behaviour are required. When institutionalised fully, they would enable an organisation to adapt to the changing demands of the environment where it continuously provides products and services.