Employee adoption of a connected worker programme: A multi-level, multiple-case study in a global manufacturing firm

Employees must embrace advanced technologies such as connected worker programmes for a successful fourth industrial revolution. Four multi-level retrospective longitudinal case studies were conducted within factories of a global MNC. The reflective ‘R-TEAM’ approach included key informant interviews, qualitative surveys, and group interviews. While technical flaws occurred, the move from transformational leadership to integrating instrumental leadership and emotional intelligence among managers across hierarchical levels supported employees’ perceived usefulness of the connected worker programme. Transparent app-update planning further supported their actual adoption. Our model expands technology adoption's social integration mechanism, incorporating absorptive capacity and full-range leadership theories.