Browsing by Author "Brougham D"

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Covid-19 and disruptive technology in New Zealand
(Emerald Publishing Limited, 2024-02-22) Mat Aripin A; Brougham D
Purpose COVID-19 has immensely disrupted business dynamism, providing catalyst innovation opportunities and transposing society's perception of disruptive technology (DT). This research increases the understanding of the impact of the pandemic in influencing the way organizations perceive DT and whether any mitigating factors were considered when deciding to adopt new technology during the pandemic. Design/methodology/approach A qualitative approach was adopted in this research, consisting of 14 semi-structured interviews with eight senior managers and six employees, representing both the private and public sectors in New Zealand. All participants had in-depth knowledge of organizational DT adoption during the pandemic. Two separate sets of semi-structured interviews were used to enable comparison between senior managers' and employees' experiences of organizational adoption of DT post-emergence of COVID-19. Due to the nature of this research being conducted on organizational adoption of DT during the pandemic, time constraints and sample size were two of the key limitations of this research. Specifically, potential participants widely cited unavailability due to additional pressure from COVID-19. Given the limited research in this area, this study is explorative by nature and adds significant insights to the literature. Findings The findings suggest that COVID-19 has contributed towards an increased acceptance of, reliance on and adoption of DT across both organizational and social landscapes. The authors found that one of the reasons COVID-19 expedites the adoption of DT correlates with the notion of technology dependency, with organizations citing DT as a viable part of a business continuity plan (BCP) to counter the unpredictability of ongoing disruptive events associated with COVID-19 or any similar disruption which may be on the horizon. These findings are highly relevant as they suggest that the labor market in New Zealand is flexible so organizations and employees can adapt to DT and COVID-19. Originality/value This research adds much-needed insight into the emerging field of research that examines COVID-19's impact on the adoption of DT from both management and employee perspectives
The impact of Covid-19 on employee job insecurity andwellbeing: a conservation of resources theory approach
(Taylor and Francis Group on behalf of the Royal Society of New Zealand, 2025-02-10) Haar J; Brougham D; Ghafoor A
Job insecurity is detrimental to employee wellbeing. However, we understand little about how unforeseen external shocks, such as Covid-19, might shape these perceptions. We explore how job changes during the Covid-19 lockdown notification period impacted New Zealand employees’ wellbeing (anxiety, depression, life satisfaction, happiness), hypothesising that these changes heightened job insecurity, leading to poorer wellbeing, using Conservation of Resources (COR) theory. Using data from 628 employees, we explore differences in outcomes between pre- and post-lockdown notification respondents and find non-significant differences in wellbeing and job insecurity, but significant increases in Covid-19 job changes. We then used a follow-up survey on N = 323 employees and compared relationships one month later into lockdown using change-over-time analysis. Here, we find relatively stable wellbeing with only life satisfaction dropping significantly, with Covid-19 job changes increasing significantly. Structural equation modelling shows that Covid-19 job changes influence job insecurity, which, in turn, influences wellbeing, and this holds for both data sets, including the change-over-time data. Using COR Principles, we discuss that in such uncontrollable and unforeseeable external events, employees adopt a defensive mode, acknowledging job changes due to Covid-19 but resisting job insecurity perceptions.
The New Zealand Workplace Barometer: Psychosocial safety climate and worker health – findings from the 2019 NZ Workplace Barometer.
(2020-08-03) Tappin D; Forsyth D; Gardner D; Ashby L; Bentley T; Bone K; Catley B; D’Souza N; Blackwood K; Port Z; Brougham D; Cordier J