Investigating the adoption of big data analytics in healthcare: the moderating role of resistance to change

Muhammad Shahbaz · Changyuan Gao · Lili Zhai · Fakhar Shahzad · Yanling Hu

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Big Data and Business Intelligence Electronic Health Records Systems Technology Adoption and User Behaviour

Abstract

Big data analytics is gaining substantial attention due to its innovative contribution to decision making and strategic development across the healthcare field. Therefore, this study explored the adoption mechanism of big data analytics in healthcare organizations to inspect elements correlated to behavioral intention using the technology acceptance model and task-technology fit paradigm. Using a survey questionnaire, we analyzed 224 valid responses in AMOS v21 to test the hypotheses. Our results posit that the credentials of the technology acceptance model together with task-technology fit contribute substantially to the enhancement of behavioral intentions to use the big data analytics system in healthcare, ultimately leading towards actual use. Meanwhile, trust in and security of the information system also positively influenced the behavioral intention for use. Employee resistance to change is a key factor underlying failure of the innovative system in organizations and has been proven in this study to negatively moderate the relationship between intention to use and actual use of big data analytics in healthcare. Our results can be implemented by healthcare organizations to develop an understanding of the implementation of big data analytics and to promote psychological empowerment of employees to accept this innovative system.

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References

1981Evaluating Structural Equation Models with Unobservable Variables and Measurement Error 2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1989Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology 2003User Acceptance of Information Technology: Toward A Unified View1 2000A Theoretical Extension of the Technology Acceptance Model: Four Longitudinal Field Studies 1991Strategic Responses to Institutional Processes 1995Task-Technology Fit and Individual Performance 1991STRATEGIC RESPONSES TO INSTITUTIONAL PROCESSES

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