The smart mobile device market penetration reached 50% and has been increasing an average of 39% per year in the United States. More than 70% of the smart mobile device owners use such devices for personal and work activities. The problem was the lack of management's understanding of the effect smart mobile device use has on how employees work when they are in the office, while traveling, or during the off-hours to improve productivity and customer service. The purpose of this phenomenological study was to understand why, when, and how employees used smart mobile devices. The transformational technology conceptual framework was based on Charan's and Welch's theory that new technologies and how people work is critical to productivity. The sample consisted of 21 anonymous participants from randomly selected mid-level and senior management working for Fortune 1000 companies within the U.S. An open-ended questionnaire was designed for collecting lived experiences from the participants. Data were coded using open and axial techniques to identify themes and patterns to understand the way employees use smart mobile devices. Findings showed that smart mobile devices became an inseparable part of employees' life and created the always on culture erasing the boundaries between professional and personal life. Employees perform work and personal activities in the office, while traveling for business or leisure, and during time-off. Implications for social change include helping companies improve the workplace and for employees to improve their productivity through mobile technologies thus potentially developing better products and services for the public.

Workflow issues related to adoption of the electronic health record (EHR) has led to unsafe workarounds, decreased productivity, inefficient clinical documentation and slow rates of EHR adoption. The problem addressed in this quality improvement project was nurses' lack of knowledge about workflow changes due to EHR adoption. The purpose of this project was to identify changes in workflow and to develop an educational module to communicate the changes. This project was guided by both the ADDIE model (analysis, design, development, implementation, and evaluation) and the diffusion of innovations theory. Five stages were involved: process mapping, cognitive walkthrough, eLearning module development, pilot study, and evaluation. The process maps and cognitive walkthrough revealed significant workflow changes particularly in clinical practice guidelines, emergency department treatment plan, and the interdisciplinary care plan. The eLearning module was developed to describe workflow changes using gamification, scenario-based learning, and EHR simulation. The 14-item course evaluation included a 6-point Likert scale and closed- and open-ended questions. A purposive sample of nurses (N = 30) from the emergency department and inpatient care areas were invited to complete the eLearning module and course evaluation. Data were collected until saturation was achieved (n = 15). Descriptive statistics revealed the participants' positive learning experience. This quality improvement project is expected to contribute to positive social change by facilitating the effective use of the new EHR which can improve the quality of patient care, promote patient safety, reduce healthcare costs, and improve patient outcomes.

Telehealth and remote medical treatments have begun to be more commonly used in healthcare systems. Researchers have theorized that providers' abilities to treat patients are not directly tied to the proximity of the patient to the doctor, but by the identification and treatment of the patient's symptoms. Although the treatment and cure rates are being established within individual health systems and professional medical associations, empirical research is lacking regarding patient satisfaction with this remote treatment situation. The purpose of this quantitative study was to address this gap by examining satisfaction ratings of patients between virtual provider visits and face-to-face provider visits. The Clinician & Group Survey developed by the Consumer Assessment of Health Care Providers and Systems (CAHPS), through the United States government department, Agency for Health Care Research and Quality, measured patient satisfaction. Data from health care patients in the United States (N=8854) were randomly selected from the CAHPS data set containing 457,418 encounters. Of this number, 4,427 unique patient encounters were with face-to-face health care visits and 4,427 unique patient encounters were with telehealth providers. The ANOVA results showed no significant differences in patient satisfaction management between the availability of providers to meet face-to-face with patients who met with providers in a telehealth setting. Possible social change implications are a shift from face-to-face visits to virtual visits structured in the need to shift all patients from the standard office visit system to the on-demand network opportunity that virtual telehealth and mobile commerce health care offers to allow the benefit of technology to assist these patients.

Over 70% of information technology (IT) projects in large organizations in the United States run over budget or fail to reach completion primarily due to a lack of effective strategies. The purpose of this single case study was to explore strategies that IT project managers used to successfully complete IT projects. Hersey and Blanchard's situational leadership theory was the conceptual framework. Purposive sampling method was used to identify 2 successful IT project managers in Central Texas. Data gathered from semistructed interviews and collected from publicly available documents were analyzed using coding techniques, constant comparison, and key word phrases. Member checking enhanced the credibility of the interpretations of participant responses. Two themes emerged from data analysis: good customer focus and providing a standard IT project methodology. Findings may be used to improve IT business managers' competence and sustainability, increase business incomes, provide a better quality of life for employees and their communities, and benefit the U.S. economy.

Electronic medical records (EMRs) or electronic health records have been in use for years in hospitals around the world as a time-saving system for patient record keeping. Despite its widespread use, some physicians disagree with the assertion that EMRs save time. The purpose of this study was to explore whether any time saved with the use of the EMR system was actually devoted by doctors to patient-care and thereby to improved patient-care efficiency. The conceptual support for this study was predicated employing the task-technology fit theory. Task-technology theorists argue that information technology is likely to have a positive impact in individual performance and production timeliness if its capabilities match the task that the user must perform. The research questions addressed the use of an EMR system as a time-saving device, its impact on the quality of patient-care, and how it has influenced patients' access to healthcare in Nigeria. In this research, a comparative qualitative case study was conducted involving 2 hospitals in Nigeria, one using EMRs and another using paper-based manual entry. A purposeful sample of 12 patients and 12 physicians from each hospital was interviewed. Data were compiled and organized using Nvivo 10 software for content analysis. Categories and recurring themes were identified from the data. The findings revealed that reduced patients' registration processing time gave EMR-using doctors more time with their patients, resulting in better patient care. These experiences were in stark contrast to the experiences of doctors who used paper-based manual entry. This study supports positive social change by informing decision makers that time saved by implementing EMR keeping may encourage doctors to spend more time with their patients, thus improving the general quality of healthcare in Nigeria.

Medical manufacturing leaders struggle to maintain their competitive position due to inefficient business strategies. The purpose of this multiple case study was to explore strategies that in vitro diagnostics (IVD) medical manufacturing's leaders have used to gain and maintain a competitive advantage in the global marketplace. Porter's competitive advantage theory was used to understand how IVD medical business leaders maintain their competitive edge. Data were gathered through interviews with a purposive sample of 3 IVD medical device leaders from companies in California, Connecticut, and New York who had run IVD medical businesses for at least 10 years and who attended a 2014 medical exhibition in Dusseldorf, Germany. To reduce the risk of bias in measurement, triangulation methods included a literature review and intensive analyses of the interview responses, participant observation notes, company websites, and organizational records. Data were analyzed using thematic analysis to find essences of the participants' perceptions. The themes were derived from coding and the number of references coded during the data analysis. Eight themes emerged representing strategies for improving competitive advantage: customer support; marketing, e-marketing, and branding; competitive collaboration; quality; cost structure; regulation; innovation; and information technology. The 8 general themes have been divided into 3 categories: cost leadership, differentiation, and focus strategies base on Porter's competitive advantage theory. Results can help U.S. IVD organizational leaders develop strategies to thrive and secure market advantages, which could provide the resources for creating new products and increasing employment opportunities.

Swiss bank traders are affected by technological and regulatory challenges, which may affect their broker voting process and may result in a change of trading and evaluation behavior in 2018. Compounded challenges exist when broker evaluation strategies are not effective or Markets in Financial Instruments Directive (MiFID) II compliant. This qualitative, single case study, built on efficient capital market hypothesis and innovative disruption theory, was focused on effective broker evaluation strategies after MiFID II in Switzerland. The sample consisted of 4 buy-side traders, who shared their unique perspectives. Methodological triangulation was achieved through semistructured interviews, a review of the institution's publicly available data, and a literature review. The data analysis process consisted of a manual and systematic coding procedure for the sources of inquiry. In the findings, 3 strategies emerged: improvement of the existing organizational structure of the internal voting process, creation of advanced resources and internal technology as well as automation, and improvement of communication internally and externally to expand the trading desk profitability. Participants agreed that, although not regulatory or necessary in Switzerland yet, the broker review process at the organization under study needed to change dramatically to reach European MiFID II compliance. Implications for positive social change include strategies to help traders, trading desk leaders, and bank managers achieve regulatory compliance with MiFID II. The insight gained from this research may help banks and brokers to improve investment responsibility, broaden insight on research, trading, and client service, and promote stronger enforcement of regulations of electronic trading.

Many project managers and business leaders lack effective strategies to control internal factors that affect information systems (IS) projects, which may impede leadership's ability to respond to market changes. The purpose of this multiple case study was to explore strategies used by 6 purposefully selected project managers who successfully implemented information system development (ISD) projects by controlling the internal factors that affected different ISD project phases in Puerto Rico's telecommunication service industry. The framework that guided this study was coordination theory. The data collection process included semistructured interviews and project documentation including business requirements, project charters, project plans, and lessons learned which also served as resources for member checking and validation to strengthen the trustworthiness of the study. Analysis of the data occurred following Yin's 5 analytical steps of validating, coding, interpreting, summarizing, and generating themes. The 5 themes that emerged were top management support, clear requirements, communication, project plan, and lessons learned. Each theme corresponded to a phase of the project life cycle. Top management support and clear requirements were the top critical factors (TCF) in the initiating and planning phases. Communication and project plan were the TCF in the executing, monitoring, and controlling phases. Lessons learned were the TCF in the closing phase of the project. Implications for social change include helping IS project managers successfully implement IS projects, providing innovative services to customers, and improving an organization's position so it can provide jobs and economic stability in the region in which it operates.

The Internet of things (IoT) is a technology that will enable machine-to-machine communication and eventually set the stage for self-driving cars, smart cities, and remote care for patients. However, some barriers that organizations face prevent them from the adoption of IoT. The purpose of this qualitative exploratory case study was to explore strategies that organization information technology (IT) leaders use for security, privacy, and reliability to enable the adoption of IoT devices. The study population included organization IT leaders who had knowledge or perceptions of security, privacy, and reliability strategies to adopt IoT at an organization in the eastern region of the United States. The diffusion of innovations theory, developed by Rogers, was used as the conceptual framework for the study. The data collection process included interviews with organization IT leaders (n = 8) and company documents and procedures (n = 15). Coding from the interviews and member checking were triangulated with company documents to produce major themes. Through methodological triangulation, 4 major themes emerged during my analysis: securing IoT devices is critical for IoT adoption, separating private and confidential data from analytical data, focusing on customer satisfaction goes beyond reliability, and using IoT to retrofit products. The findings from this study may benefit organization IT leaders by enhancing their security, privacy, and reliability practices and better protect their organization's data. Improved data security practices may contribute to social change by reducing risk in security and privacy vulnerabilities while also contributing to new knowledge and insights that may lead to new discoveries such as a cure for a disease.

Despite the high rate of failure in merger and acquisition (M&A) transactions, many organizations continue to rely on M&As as their primary growth strategy and to address market competition. The purpose of this qualitative single case study was to explore strategies managers from a large healthcare payer in the midwestern United States used to achieve operational and strategic synergies during the postacquisition information technology (IT) integration phase. Haspeslagh and Jemison's acquisition integration approaches model was the conceptual framework for the study. Methodological triangulation was established by analyzing the data from the semistructured interviews of 6 senior executives and 6 IT strategists, discussion points produced in a focus group involving 4 acquisition integration leaders, and information gleaned from M&A periodicals. Data were analyzed using Saldaña's thematic analysis method and showed that the healthcare payer organization managers used the following 4 strategies to achieve the planned synergies: plan for expected business synergies from the postacquisition IT integration, make cultural harmonization a key element of change management, align and continuously evaluate the progress of postacquisition IT integration strategies against planned synergies, and preserve durability of acquired capabilities by granting autonomy to the acquired organization. The findings of this study could lead to positive social change by stimulating a business environment that might allow healthcare payers to expand their strategic capabilities and serve their local communities with new products and other choices that improve the quality of care, health outcomes, well-being, and longevity of the consumer.