| The main focus of this case study of Calumet College is on the academic, or professional, members' attitudinal and behavioural responses to the opportunity to voluntarily become connected to and active on a new network. The key proposition is that the structural characteristics inherent in such an organization (in particular high complexity, low centralization and low formalization) will make the introduction of such an organizational/technological change highly feasible, but, paradoxically, will inhibit the change from becoming an institutionalized part of the way work is accomplished.;The findings reveal a change process which differs from that which the scholarly literature recommends; the introduction tends to 'mirror' the decentralized structure. Although a highly commendable accomplishment has been achieved in 'championing' the network infrastructure, low levels of formal consultation were undertaken in the decision-making process, minimal education and training had taken place at the time of the study, and the provision of technical support staff and hardware resources were not key features of the initiative. Although the change agents have been faced with shortages of financial resources, the study's analysis is that careful, and perhaps creative, consideration must be given to these issues if institutionalization is to occur in the near future.;As predicted, the opportunity to join the network has met with a wide variety of responses from faculty/instructors. The survey data produces significant relationships between skill and/or experience levels (with computer/communications technology) and having been connected to the LAN; those with previously acquired computing skill and/or experience with a modem or electronic mail have been among the early adopters. It is argued herein that education and training, as well as the development of incentives for use, are critical to overcoming the obstacles to institutionalization which the variation in responses to the network represent. (Abstract shortened by UMI.). |
