Abstract
Disruptive technologies are triggers that transform the nature of work, leading to profound changes in organizational structure, labor relations, employee skills, customer relationship and communications. However, few studies have investigated how these changes are perceived and experienced by managers. How do they deal with new routines? How do they adapt strategies? This study aims to understand managers' perception of disruptive technologies in the Brazilian banking context and how these technologies affect their work lives. Using a qualitative case study methodology, nine (9) interviews were conducted, based on a template analysis guided by the seven dimensions framework from Gonçalves & Gomes (1993). Findings suggest that managers' perceptions are mostly related to risks and uncertainty. Innovative manners to interact with clients demand managers' personal time to create and retain strong relationships. Moreover, increased workload and accelerated pace of work blurred the frontiers between personal and professional lives, leading to technostress.
Recommended Citation
Jorge, Leandro Feitosa; Mosconi, Elaine; and Cadieux, Nathalie, "Understanding digital transformation and disruptive technology impacts on bank managers' routine" (2019). AMCIS 2019 Proceedings. 3.
https://aisel.aisnet.org/amcis2019/org_transformation_is/org_transformation_is/3
Understanding digital transformation and disruptive technology impacts on bank managers' routine
Disruptive technologies are triggers that transform the nature of work, leading to profound changes in organizational structure, labor relations, employee skills, customer relationship and communications. However, few studies have investigated how these changes are perceived and experienced by managers. How do they deal with new routines? How do they adapt strategies? This study aims to understand managers' perception of disruptive technologies in the Brazilian banking context and how these technologies affect their work lives. Using a qualitative case study methodology, nine (9) interviews were conducted, based on a template analysis guided by the seven dimensions framework from Gonçalves & Gomes (1993). Findings suggest that managers' perceptions are mostly related to risks and uncertainty. Innovative manners to interact with clients demand managers' personal time to create and retain strong relationships. Moreover, increased workload and accelerated pace of work blurred the frontiers between personal and professional lives, leading to technostress.