Depression presents in roughly 20% of people with diabetes worldwide, and adversely affects quality of life and treatment outcomes. The causes of depression in diabetes are poorly understood, but research suggests a bi-directional association, at least for type 2 diabetes. Inconsistent findings regarding prevalence and depression treatment outcomes in patients with diabetes seem partly attributable to inconsistencies in the definition and measurement of depression and in distinguishing it from diabetes-distress, a psychological concept related to depression. We review evidence suggesting that diabetes-distress and depression are correlated and overlapping constructs, but are not interchangeable. Importantly, diabetes-distress seems to mediate the association between depression and glycaemic control. We propose a model to explain the direct and indirect effects of depression and diabetes-distress on glycaemic control. Additionally, using emerging insights from data-driven approaches, we suggest three distinct symptom profiles to define depression in patients with diabetes that could help explain differential associations between depression and metabolic abnormalities, and to tailor interventions for depression. Future research should focus on further refining depression profiles in patients with diabetes, taking into account the natural history of diabetes and depression, clinical characteristics, and diabetes-distress. The assessment of diabetes-distress and depression in research and clinical practice will be essential to identify high-risk patients with different mental health needs.
How can firms improve the degree of social alignment between their business and IT units? Many years of research have shown the importance of business-IT alignment and its various facets, yet research on the efficacy of IT governance mechanisms to improve business-IT alignment is scarce. In this paper, we develop a model of social alignment at an operational level that considers the degree of social capital between an organization's business and IT units, IT personnel's business understanding, and a set of formal and informal IT governance mechanisms that drive the creation of social alignment and business value. Using survey data from 132 U.S. banks, we show that social alignment is driven to varying degrees by a broad variety of IT governance mechanisms ranging from top management support and IT representation on the executive board to joint IT planning and IS trainings, regular meeting cycles and liaison units. Our research contributes substantially to the practical demand on business-IT alignment research for an effective toolkit of IT governance mechanisms.
Research on IT personnel has observed that the major predictors for turnover intention are job satisfaction and organizational commitment (Joseph et al. 2007). However, less is known about how these predictors are determined and how they vary according to the different job types of IT personnel. Hence, we develop and evaluate a dispositional model of turnover Intention across IT job types as the first approach in IT turnover research combining the personality traits of the five-factor model (McCrae and Costa 2006) and the basic turnover model found among Western IS professionals (Lacity et al. 2008) into one research model. By the help of the model we analyze the role of personality in IT personnel turnover across four groups of IT roles: consultants, programmers, system engineers and system administrators. The results of an empirical analysis of 813 IT personnel reveal significant differences across the four groups in terms of personality and job-related attitudes. In terms of personality traits, system engineers rank highest in openness and conscientiousness, IT consultants in extraversion, programmers in neuroticism, and system administrators in agreeableness. In 50% of all cases, personality traits are significant predictors for job-related attitudes. Additionally, they indirect affect IT personnel turnover intention. Neuroticism, extraversion and conscientiousness are also important indirect predictors for turnover intention, whereas openness has only a weak effect and agreeableness no measurable effect.
This research is driven by the assumption made in several user resistance studies that employees are generally resistant to change. It investigates the extent to which employees' resistance to IT-induced change is caused by individuals' predisposition to resist change. We develop a model of user resistance that assumes the influence of dispositional resistance to change on perceptual resistance to change, perceived ease of use, and usefulness, which in turn influence user resistance behavior. Using an empirical study of 106 HR employees forced to use a new human resources information system, the analysis reveals that 17.0 to 22.1 percent of the variance in perceived ease of use, usefulness, and perceptual resistance to change can be explained by the dispositional inclination to change initiatives. The four dimensions of dispositional resistance to change - routine seeking, emotional reaction, short-term focus and cognitive rigidity - have an even stronger effect than other common individual variables, such as age, gender, or working experiences. We conclude that dispositional resistance to change is an example of an individual difference that is instrumental in explaining a large proportion of the variance in beliefs about and user resistance to mandatory IS in organizations, which has implications for theory, practice, and future research.
The "war for talent" is still on. Annually conducted surveys have indicated for years that one third of all organizations are unable to fill vacant job positions with suitable candidates. Responding to these and other challenges, human resource management (HRM) is expected to transform itself. General opinion holds that the HRM transformation has just begun and that the potential of IT in HRM is not yet fully exploited. Examining the value potential of IT in HRM, existing IS research predominately studies the impact of IT on HRM. We contribute by examining the reverse impact in three steps. First, we use Thompson's theory of organizations in action to examine the expected impact of the HRM transformation on IT ("to-be" situation). Second, we use Kohli and Grover's IT value typology and review 20 years of the publication history ("as-is" situation). Finally, we relate expectations to actual review findings. We find that the HRM transformation should lead to a major shift in technology type used in organizations. However, this shift is not recognized yet, which is why our literature review reveals considerable unaddressed value potential of IT in HRM. We finish the paper by outlining IS research avenues in the context of HRM.