A common thread noted in many academic management system implementations was the stagnation and deterioration of their usage after the initial hype. This action research study was aimed at addressing this decline in a higher education institute after undertaking a reflective analysis of the waning usage patterns and taking appropriate initiatives to enhance their usage. The authors have attempted this as participants driving the change. As change agents, the academic management system implementation was advanced to move closer to a stage where the committed use occurred and intended benefits were realised. Several initiatives were introduced to propel this change. The scope of this article was confined to gauging the impact of the trigger factors; memos, and training on the academic management system usage. Their effects were measured by applying learning analytics to various sources of usage and performance data. This further led to analysing the relationship between usage and performance of the stakeholders; students, and faculty.
Ackerman AndersonLAndersonD (2010) The Change Leader’s Roadmap: How to Navigate Your Organization’s Transformation. San Francisco, CA: Pfeifer.
2.
AlaviMHendersonJC (1981) An evolutionary strategy for implementing a decision support system. Management Science27(11): 1309–1323.
3.
AlaviMJoachimsthaierEA (1992) Revisiting DSS implementation research: A meta-analysis of the literature and suggestions for researchers. MIS Quarterly16(1): 95–116.
4.
AlterSGinzbergM (1978) Managing uncertainty in MIS implementation. Sloan Management Review20(1): 23–31.
5.
BaierVEMarchJGSaetrenH (1986) Implementation and ambiguity. Scandinavian Journal of Management Studies2(3-4): 197–212.
6.
BaronasAMLouisMR (1988) Restoring a sense of control during implementation: How user involvement leads to system acceptance. MIS Quarterly12(1): 111–124.
7.
BoldO (2011) A perspective on organizational change issue: Case study on the application of two change models. Review of International Comparative Management12(5): 871–882.
8.
BradleyJHHauserRD (1995) A framework for expert system implementation. Expert Systems With Applications8(1): 157–167.
9.
BrancheauJCSchusterLMarchST (1989) Building and implementing an information architecture. Data Base Summer20(2): 9–17.
10.
BurkeWW (2014) Organization Change: Theory and Practice, 4th ednLos Angeles, CA: Sage.
11.
ClarkB (2003) Sustaining Changes in Universities: Continuities in Case Studies and Concepts. New York: Open University Press.
12.
ClarkeJThorpeRAndersonL, et al. (2006) It’s all action learning: Action learning in SMEs. Journal of European Industrial Training30(6): 441–455.
13.
CoghlanDBrannickT (2010) Doing Action Research in Your Own Organization, 3rd ednLondon: Sage Publications.
14.
DentEBGoldbergS (1999) Challenging “resistance to change.”Journal of Applied Behavioral Science35(1): 25–41.
15.
De VoseC (2014) Successfully Leading Needed Organization Change: Strategies for Leading Change and Managing Resistance. MI, USA: ProQuest LLC.
16.
ErwinDGGarmanAN (2010) Resistance to organizational change: Linking research and practice. Leadership and Organization Development Journal31(1): 39–52.
17.
FloydSWWooldridgeB (1992) Managing strategic consensus: The foundation of effective implementation. Academy of Management Executive6(4): 27–39.
18.
FordJDFordLW (2009) Stop blaming resistance to change and start using it. Organizational Dynamics39, 24–36.
19.
GinzbergMJ (1980) An organizational contingencies view of accounting and information systems implementation.Accounting, Organizations and Society5(4): 369–382.
20.
GoldkuhlG (2012) Pragmatism vs interpretivism in qualitative information systems research. European Journal of Information Systems21(2): 135–146. https://doi.org/10.1057/ejis.2011.54
21.
GottschalkP (1999) Strategic information systems planning: The IT strategy implementation matrix. European Journal of Information Systems8(2): 107–118.
22.
GriffithTLNorthcraftGB (1996) Cognitive elements in the implementation of new technology: Can less information provide more benefits?MIS Quarterly20(1): 99–110.
23.
HargreavesD (1996, April) Teaching as a research-based profession: Possibilities and prospects. Teacher Training Agency Annual Lecture, April. Teacher Training Agency, London.
24.
JanossyJ (2008) Proposed model for evaluating C/LMS faculty usage in higher education institutions. In Proceedings of the 13th Annual Instructional Technology Conference. Middle Tennessee State University, Murfreesboro.
25.
JoshiK (1991) A model of users’ perspective on change: The case of information systems technology implementation. MIS Quarterly15(2): 229–242.
26.
JoyJNambirajanT (2017, December) Enhancing usage of learning management system employing trendalyzer visualization: A participatory action research study. International Journal of Applied Business and Economic Research15(Special) (pp. 331–344).
27.
JoyJNambirajanT (2016) Implementation model for an open source learning management system in educational institutions. In: KasilingamR, et al. (eds) Intelligence Innovation and Inclusion-Best Practices for Global Excellence. Pondicherry: Vijay Nicole Imprints Private Limited, pp.286–294.
28.
KleinKJSorraJS (1996) The challenge of innovation implementation. Academy of Management Review21(4): 1055–1088.
29.
KoshyV (2005) Action Research for Improving Practice. A Practical Guide. London, Thousand Oaks, New Delhi: Paul Chapman Publishing.
30.
KotterJP (2010) Leading Change. MA: Harvard Business School Press.
31.
KrikpatrickDLKirkpatrickJD (2006) Evaluating Training Programs: The Four Levels, 3rd ednSan Francisco, California: Berrett-Koehler Publishers Inc.
32.
Leonard-BartonDDeschampsI (1988) Managerial influence in the implementation of new technology. Management Science34(10): 1252–1265.
33.
LewinK (1948) Action research and minority problems. In: LewinTG (ed) Resolving Social Conflicts. Selected Papers on Group Dynamics. New York: Harper and Row, pp.201–216.
34.
LucasHC (1981) Implementation-the Key to Successful Information Systems. New York, USA: Columbia University Press.
35.
LucasHCWaltonEJGinzbergMJ (1988) Implementing packaged software. MIS Quarterly12(4): 537–549.
36.
MarkusML (1983) Power, politics and MIS implementation. Communications of the ACM26(6): 430–444.
37.
McLaughlinNAfsar-maneshNRaglandV, et al. (2014) Tracking and sustaining improvement initiatives: Leveraging quality dashboards to lead change in a neurosurgical department. Neurosurgery74(3): 235–244.
38.
NuttPC (1986) Tactics of implementation. Academy of Management Journal29(2): 230–261.
39.
O’LearyZ (2004) The Essential Guide to Doing Research. London: Sage.
40.
RhodesEWieldD (1985) Implementing New Technologies. Oxford, UK: Basil Blackwell.
41.
RoseR (2002) Teaching as a “research-based profession”: Encouraging practitioner research in education. British Journal for Special Education29(1): 44–48.
42.
SrinivasanADavisJG (1987) A reassessment of implementation process models. Interfaces17(3): 64–71.
43.
Van DijkRVan DickR (2009) Navigating organizational change: Change leaders, employee resistance and work-based identities. Journal of Change Management9(2): 143–163.
44.
WaringTJohnstonLMcGraneAet al. (2013, April) Developing knowledge sharing partnerships in the same sector: an action research approach. In: 11th European conference on research methodology for business and management studies. University of Minho, Guimaraes. Portugal, p. 354
