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Grounded in coping model of user adaptation (CMUA), this research aims to provide insights into understanding the social mechanism influencing faculty’s adoption and adaptation of mobile technology (MT). An extensive review of the literature highlights a significant gap in empirical research regarding the adoption of MT and faculty adaptation when viewed through the lens of group dynamics.

This study is based on an exploratory study conducted at two engineering universities in France. A qualitative method enabled a comprehensive examination of faculty members using multiple field-based observations and semi-directive interviews at both University A and University B.

While extant research tends to prioritize individual-level approaches, the integration of MT within higher education inherently involves social dynamics. Our results reveal that faculty’s perceived control and their initial perception over adoption of MT play an important role in shaping their adaptation behavior. The findings suggest that the adoption of MT among faculty members is influenced by various organizational factors. Specifically, the organizational logic of adoption affects their primary appraisal of MT, while group norms and social influence shape their adaptation acts. Furthermore, the organization’s continuous commitment to supporting faculty members also impacts their coping activities, ultimately influencing their overall adoption and utilization of MT.

This study builds upon the limited yet growing body of literature on a theme highly relevant for practitioners, scholars as well as MT users in a higher education environment. The paper extends the CMUA by exploring the relationship between MT adoption and continuous user adaptation at both group and organizational levels. Our proposed framework assists universities in articulating their MT adoption and implementation strategy in harmony with a clear vision of their users’ adaptation activities before, during and after the implementation.

The purpose of this paper is to provide elements for human resource management to better understand workplace corruption in order to prevent and to manage corrupt behaviors at work.

In this study, a quantitative research methodology (n=575) is used; the sample is selected from French public sector employees. Multiple regression analysis assesses the impact on corrupt behaviors (e.g. bribary and property deviance) of selected determinant psychological resources (e.g. powerlessness, distributive and procedural justice and sense of mastery).

Main results highlight that sense of mastery, distributive justice and procedural justice have a negative impact on workplace corruption, whereas powerlessness has a positive impact on workplace corruption. The direct impact and relationships that are explored between selected determinant psychological resources and workplace corruption contribute to the literature on corrupt acts and conservation of resources (COR) theory. Sense of mastery, power, procedural and distributive justices are considered as personal resources for employees at workplace. Individuals thoughtfully engage in corrupt acts and behaviors as a defensive move to protect perceived threats on valued motivation factors.

At an empirical level, the research is limited to a sample from public sector employees. Similar to the structures of public and private organizations, which are different, determinants of organizational corruption in public and private sectors are also different. Another main limitation is the cross-sectional design. Investigating motivation-based dynamics of corruption would benefit from longitudinal methodology.

The present research suggests that a COR-based management of human resources can be of functional use on at least two grounds. First, COR theory shifts the perspective from a moral and macro-economic issues to a psychological plane. Second, and by staying in tune with motivational processes, a COR-based management is suited to prevent corrupt mechanisms fueled by frustrated or endangered motivational resources.

On the basis of an original taxonomy of workplace corruption, a research model is developed using the framework of COR theory (Hobfoll, 1989). As a non-inductive approach, corruption is considered from the standpoint of a rational defensive attitude on the part of employees seeking to preserve valued psychological resources. A COR-based perspective also allows for a preventive “salutogenic” management style of corrupt behaviors.