Keywords: Network Centrality, Communal Mastery, Change Adaptive Behaviors, Self-Monitoring

Based upon the tenet that both organizational change and resistance to change are natural, we argue that resistance to change should not be thought of as something to overcome. Instead, an identification of, and addressal of change to the influential actors in organizations might be more helpful for the successful implementation of change. This study aims to investigate individual dispositions and social network characteristics -the interaction among both of which shapes ultimate individual responses to surrounding events. It addresses the gap in integrating social network constructs and individual characteristics with reference to individual responses to change. Conservation of Resources Theory (Hobfoll et al., 2018) has been used as the basis of this study. The research question addressed in this study is "What are the resource dynamics and network preferences that drive individuals to adjust to change during organizational change, and more specifically technological overhaul?" The social networks of individuals enable them to access resources such as information and social support, which are key determinants of an individual's responses to change. This study examined Network Centrality, which is a key construct in Social Network Analysis (SNA), and its effects on Individual change adaptive behaviors with specific reference to technological adaptive behaviors. Communal Mastery is studied as a mediating, and the Self-Monitoring as a moderating construct. A longitudinal study has been conducted, and two waves of data have been collected from 218 professionals in eight different groups. All the respondent groups had recently faced a technological change. The social network data was managed into a matrix in Excel, and after obtaining the centrality scores, Structural Equation Model (SEM) was run in Smart PLS to investigate the dynamics of both Social networks and Individual Characteristics during organizational change. Results of the study reveal that Network Centrality of Individuals has a positive impact on technology adaptive behaviors. Similarly, the centrality scores of most of the early adapters show an increase in the second wave of data which implies that success in overcoming challenges with the help of resources encourages individuals to obtain more resources over time. Possible limitations of this study include all the respondents belong to the same culture as data was collected from employees in Pakistan. This limitation raises the issue of generalizability. A comparative analysis of the same model in both collectivist and individualist cultures might reveal different dynamics.

Résumé

Partant du principe que le changement organisationnel et la résistance au changement sont tous deux naturels, nous soutenons que la résistance au changement ne doit pas être considérée comme quelque chose à surmonter. Au contraire, l'identification et le traitement des acteurs influents dans les organisations pourraient être plus utiles pour une mise en oeuvre réussie du changement. Cette étude vise à examiner les dispositions individuelles et les caractéristiques des réseaux sociauxl'interaction entre les deux façonnant les réponses individuelles ultimes aux événements environnants. Elle comble le manque d'intégration des concept de réseaux sociaux et des caractéristiques individuelles en ce qui concerne les réponses individuelles au changement. La théorie de la conservation des ressources [START_REF] Hobfoll | Conservation of resources in the organizational context: The reality of resources and their consequences[END_REF]

« L'Université n'entend donner aucune approbation ni improbation aux opinions émises dans cette thèse ; ces opinions doivent être considérées comme propres à leur auteur ».

First, I would like to express my sincere gratitude to my thesis Director Professor Jean Pierre Neveu who listened to me with patience, supported my ideas, gave his ideas, and put my efforts in a direction. I think it would have been impossible without his continuous and timely supervision.

He is no doubt an encouraging and energizing intellectual in his field of study and I could never receive a better treatment if I was somewhere else.

I am thankful to Mr Antoine Renucci, the Director of our Laboratory (LIREM) for advancing his support and cooperation in all our academic as well as administrative matters.

My beloved family: My parents, my lovely wife, my daughter and son, and all my siblings deserve a great acknowledgement for all their sacrifices they had to make in my absence. I missed them and they missed me, but they understood that it would be worth it for my career.

For Data Collection, I have to acknowledge the services of my wonderful classmates during my Masters in Pakistan who made it possible to collect data on my behalf at Pakistan. It would be an injustice not to mention the names of Hammad Younis, Irfan Bashir Ranjha, Umar Ahmed and Zahid Marri.

Special thanks to Saeedullah Khan, Muhammad Iqbal, Rizwan Minhas and Faisal Shahzad who

were the most wonderful friends and colleagues with whom I shared all my worries and always received encouragement. I would like to mention the greatest lesson that Saeedullah Khan taught me "Do not think about the problems, Think about the solutions". Along with them, thanks to

Dr Ghulam Murtaza, Dr Rahman Khan, Dr Qurat Ul Ain Talpur, and Professor Martin Walton

who have been helping hands for me throughout the process and did not stop communicating their ideas and advancing their support. They were no doubt a source of light for me when I entered the field of research and benefitted from their ideas.

A special thanks to Mariam Benarbia, my wonderful friend, for all the mental support she provided me during my stay in France and helping me out during every hardship. I appreciate that she proofread my thesis as well.

Finally, I would like to thank all my colleagues in the lab, Nurettin, Aurore, Lisa and Duaa for their continuous interaction and making things smooth for me. They were always supporting for me when I wanted their help for any purpose.

"To improve is to change; to be perfect is to change often"

Winston Churchill

List of Tables Table 3-

List of Figures

General Introduction

If we eyeball the interaction between Human Beings and innovations throughout history, it is evident for centuries that every technology in human history has been opposed by the masses in the beginning. With the passage of time, new discussions are generated about those technologies, and a friendly relationship between those technologies and human beings is created ultimately.

Starting with the Example of Printing the Quran [START_REF] Juma | Innovation and its enemies: Why people resist new technologies[END_REF], it was restricted by the Ottomans for about nearly 400 years. During 1485 and 1515, different Sultan's and highest-ranking religious scholars prohibited the printing of religious scripts stating that using typing machines are permissible for non-Muslims but not for Muslims. One of the Sultans even decreed punishment as severe as the death penalty for those involved in printing religious scripts. A converted Hungarian Muslim named as Ibrahim Muteferrrika took a bold step by introducing a new printing press in Istanbul. Through a pamphlet named "The Usefulness of Printing," he presented ten arguments in favor of establishing a printing press. Some of those arguments included expedition of Islamic learnings among people, improved preservation of knowledge because of durability and legibility of papers, reduced costs of books, the foundation of new libraries, printing of Islamic Books by Muslims, and most importantly, preservation of Turkish dominance in Islamic learnings. Today, millions of copies of the Quran are printed through printing presses all over the World. Even online versions of the Quran and almost all Islamic books are available on the internet.

Let us Imagine farming in today's World without the use of heavy machinery and tractors. Would the traditional use of animals instead of mechanized instruments be appropriate to meet the demand for food for such a huge population? Another example of debate between the usage and non-usage of technology was among the advocates of tractors VS the advocates of horses in farming. There was a group of society with unrest toward using tractors in comparison to a group who felt excited about the new technology introduced. The influential actors in promoting the use of technology were the journalists and media groups who highlighted the beneficial usage of tractors over horses.

They promoted the idea that the usage of gasoline-powered tractors would be beneficial for agriculture, industry, and overall economic growth. The introduction of gasoline-powered tractors was portrayed as an inevitable step toward farm mechanization. The masses were encouraged by journalists to recognize the beneficial use of tractors. Today, tractors are used all over the World in huge numbers, and farmers cannot imagine doing their work without mechanic equipment.

Like the above two examples, if we look deep into the history of innovations and resistance to them, we might infer that every innovation is destined to be resisted in the beginning (at least by a few people) and supported by a few people. Both the opponent and supporting groups have some influential actors who disseminate their arguments whatsoever. But with the passage of time and gradually, those technologies are institutionalized and become part and parcel of culture.

This study challenges the longstanding notion of "overcoming resistance to change" and suggests that the adaptation of technologies is a gradual process in organizations that is destined to be resisted in the beginning. However, the influential actors have a say in facilitating the smooth implementation of those technologies. Therefore, instead of overcoming resistance to change, which is a natural phenomenon, the identification of influential actors in an organization and addressal to them might be more helpful for the implementation of new technologies.

To achieve maximum efficiency, organizations continually tend to experience new technologies.

However, apart from the benefits of these technologies, they always come up with some potential negative outcomes in the shape of recipients' increased stress for adapting to technological changes and increased workload [START_REF] Sellberg | Technostress in the office: A distributed cognition perspective on human-technology interaction[END_REF]. The psychological costs of new technologies in organizations include dealing with multiple tasks at a time, crowded emails, connectivity problems, and so on [START_REF] Chui | The social economy: Unlocking value and productivity through social technologies[END_REF]. The managerial expectations of improved employee performance by using new technologies might therefore be challenging for the employees in order to continuously adapt to the new technologies [START_REF] Wang | Technostress under different organizational environments: An empirical investigation[END_REF]. Consequently, employees might experience stress. A failure in coping with such stress is observed to have negative job outcomes resulting in the reversal of the benefits achieved from the use of those technologies [START_REF] Chandra | Does technostress inhibit employee innovation? Examining the linear and curvilinear influence of technostress creators[END_REF]. However, the social networks of individuals in the organizations give them access to resources technical knowledge, information, and social support, thus making them able to cope with the technology related stress.

The current body of knowledge in social network research generates a debate about the formation of social networks. The major discussion between the two schools of thought is that either it is individuals' dispositions and personality characteristics that influence their network choices? or is it their structural position in a network that determines individual personalities? However, very few studies have researched the combined effect of individual personality traits and social network characteristics in the context of organizational change. This study aims to address the gap by studying both social networks and individual personality characteristics simultaneously.

Furthermore, we are trying to explore how the interaction between the structural position of an individual in a network and his personality characteristics shape his behavior towards technological change.

Problem Statement

Change in organizations can be challenging for the recipients and has consequences for their general health and wellbeing [START_REF] Armenakis | Reflections: Our journey in organizational change research and practice[END_REF]. Conservation of Resources Theory states that organizational change poses threats of resource losses, such as losses of income and social standing or status [START_REF] Dent | Challenging "resistance to change[END_REF]. Keeping in mind the essence of and actually changing environments, organizations need to adapt continuously [START_REF] Korunka | Acceleration of Work-The Development of a Questionnaire[END_REF].

Adaptable employees with the competence to handle change are needed in order to make changes successful. [START_REF] Van Den Heuvel | Adapting to change: The value of change information and meaning-making[END_REF] called upon more research for employee adjustment to change on micro-levels stating there is a need to create contexts for employee adaptability and maintaining their wellbeing while doing so. They argued that organizations, in order to adapt to their environments, and stay successful, should promote employee adaptability and take care of their concerns and keep them motivated and healthy.

The retrospective sense-making process of individuals is also influenced by the social context as it incorporates specifications for justifiable behaviors [START_REF] Fulk | A social influence model of technology use[END_REF]. Social Cognitive Theory proposes that individual behaviors are shaped by interaction among their cognitive capabilities and their social environment [START_REF] Heffernan | Social foundations of thought and action: A social cognitive theory, Albert Bandura Englewood Cliffs[END_REF]. To understand the decisions taken by individuals, one should understand both individual predispositions and the social networks they have [START_REF] Moreno | Who shall survive?: A new approach to the problem of human interrelations[END_REF]. Various research works have been conducted to see the combined effects of individual characteristics and social networks on different outcomes such as job finding, outcomes in performance, and progress in a career (R. S. [START_REF] Burt | Social network analysis: Foundations and frontiers on advantage[END_REF]Fang et al., 2015;Fernandez & Weinberg, 1997).

Two broad perspectivesstructural determinism and individual distinctiveness-have been identified in the literature (Kilduff & Lee, 2020a). The structural Determinism school of thought abolishes the concept of human volitions in their network's development. It argues that individual identities are shaped by their position in the overall social network structure. These structural characteristics include: 1) The position that an individual occupies in his network, 2) the Overall embeddedness of ties among individuals in a social network, and 3) The overall position of an individual in the context of larger social connections.

In contrast to structural determinism, the individual distinctiveness school of thought discusses that individual personalities have an influence on their positions in a network. The debate between the two different schools of thought determines that individuals mold and modify their networks which assist relationships [START_REF] Barley | Technology as an occasion for structuring: Evidence from observations of CT scanners and the social order of radiology departments[END_REF], and the probability indeed exists that network positions determine people's personalities and identities [START_REF] Tasselli | Personality change: Implications for organizational behavior[END_REF].

Change literature traditionally has focused on overcoming resistance to change and adaptive attitudes such as change readiness, openness, and willingness to change [START_REF] Oreg | Change recipients' reactions to organizational change: A 60-year review of quantitative studies[END_REF] but very few of studies have investigated adaptive behaviors [START_REF] Van Den Heuvel | Adapting to change: The value of change information and meaning-making[END_REF].

In an attempt to understand what drives individual network selections, different studies have explored different mechanisms for network evolution. [START_REF] Kalish | Till stress do us part: On the interplay between perceived stress and communication network dynamics[END_REF], for example, identified that stress works as an engine of action for individual network selection, maintenance, and termination. They found out that individuals, when stressed, make the decisions to build, maintain, or terminate ties with other actors in a network.

Technostress as defined by [START_REF] Ayyagari | Technostress: Technological antecedents and implications[END_REF]

Research Objectives

• To integrate Social Network and Individual constructs in order to develop an integrated model of adaptation to change that could address gaps in the literature of both.

• To develop a context-specific model for performance during change, specifically for technological change as the contexts can never be separated from work role natures [START_REF] Ilgen | Employee performance in today's organizations. The Changing Nature of Performance: Implications for Staffing, Motivation and Development[END_REF].

• Previous studies that have studied recipients' attitudes toward change do not represent a real-time picture to theory and managers because attitudes may be positive or negative or ambivalent [START_REF] Vakola | Work Engagement and Job Crafting as Conditions of Ambivalent Employees' Adaptation to Organizational Change[END_REF]. I intend to explore ultimate demonstrations of the reactions to change over time by studying adaptive behaviors, which will allow me to identify exact behaviors and whether employees are adjusting to change or not.

Chapter 1: Organizational Change & Resistance to Change

This chapter about Organizational Change and Resistance to Change includes types of change according to their magnitude in the beginning. Later, some theories of radical change are presented, including institutional and neo-institutional theory. We will theoretically discuss that organizational change and resistance to change are natural processes and are inherent in organizational life cycles. Afterward, the role of individual beliefs in determining their behaviors towards organizational change is discussed briefly. We will discuss some human responses to organizational change that are identified in the literature. Managerial characteristics and their impacts on employee responses are discussed subsequently. Afterward, cognitive and affective processes which determine the human responses to surrounding events are discussed in this chapter.

Types of Change with Respect to its Magnitude

Incremental, Evolutionary or First Order Change

Organizational change that changes only a small aspect aiming an improvement in the situation is called incremental, evolutionary or first-order change. The general framework is kept intact in this type of change [START_REF] Nadler | Organizational frame bending: Principles for managing reorientation[END_REF]1990).

Radical Change

Radical change refers to the change in the essential framework of organizations [START_REF] Nadler | Organizational frame bending: Principles for managing reorientation[END_REF], 1990) aiming for some competitive advantage [START_REF] Hutt | Hurdle the cross-functional barriers to strategic change[END_REF] or to affect basic organizational capabilities. An adaptation to the environment [START_REF] Leana | Stability and change as simultaneous experiences in organizational life[END_REF], or an attempt for improving efficiency or performance may be the general aim behind such an organizational change [START_REF] Keck | Environmental and organizational context and executive team structure[END_REF].

Main Theories of Radical Change

Transaction Cost Theory:

When the transaction costs of outsourcing are greater, the companies choose to operate internally, thereby relying on hierarchical rather than market mechanisms for resource allocation decisions.

The ultimate aim is cost minimization behind this structure. An operating legal system, a transparent financial system, an adequate communication infrastructure, and well-functioning input and product markets all reduce transaction costs for firms [START_REF] Newman | Radical organizational change[END_REF].

Contingency View:

The environment and the technology of the firms are the stimulus for them to adopt structures that fit well with their environment and technology [START_REF] Woodward | The impact of re-engineering and other cost reduction strategies on the staff of a large teaching hospital: A longitudinal study[END_REF]. Flexible structures in rapidly changing industries are usually more effective, and higher performance is a function of the perfect fit between organizations and their environment [START_REF] Newman | Radical organizational change[END_REF].

Resource Dependence Theory:

In order to avoid uncertainty, the organizations try to become less dependent on their environment for resources, resulting into a change in the framework that aims to reduce the resource dependence on their environments [START_REF] Newman | Radical organizational change[END_REF].

Life Cycle Approach:

In an organization's life cycle, evolutionary growth occurs at different stages, and too much evolutionary growth with the same pattern causes a specific conflict which leads the organizations to adopt new ways of management. With the passage of time, the strategies adopted to resolve the previous conflict become a cause of another conflict and the cycle continues until a specific stage.

The cycle of evolutionary growth resulting into many revolutionary changes keeps going on. For instance, in the initial stage, organizations grow evolutionarily through the Creativity stage. The founders of the organizations try to make growth through informal communications and design the product and markets. But with the passage of time, it becomes difficult for them to manage things with an informal structure, and a crisis of leadership arises, resulting in the introduction of strong professional managers to run the firm, and the evolutionary growth with direction takes its way [START_REF] Greiner | Evolution and revolution as organizations grow[END_REF]. The firms will stagnate if the management does not respond to the crisis that naturally occurs in the life cycles of the organizations [START_REF] Newman | Radical organizational change[END_REF].

Strategic Choices:

Strategic Choices theory suggests that organizational change is a function of top management's analysis of the threats and opportunities from the environment, and the goals and resource allocation strategies of the firm. The organizational change decisions are made by them in order to make a perfect fit between the environment and the organization. These are the mechanisms by which organizations adapt to their environments [START_REF] Child | Organizational structure, environment and performance: The role of strategic choice[END_REF].

Institutional Theory:

Institutional theory suggests that there is a normative process that rewards similarity which motivates the populations of organizations to become similar over time. There are normative, mimetic, and coercive pressures from the institutional environment in response to which organizations change. Being more isomorphic with the environment is a function of race for the scarce resources among the organizations. The more isomorphic an organization is with its environment, the more access to the scarce resources in the environment it will have [START_REF] D'aunno | Isomorphism and external support in conflicting institutional environments: A study of drug abuse treatment units[END_REF].

Institutional theory suggests that there will be a variation in the occurrence and pace of radical organizational change across the institutional sectors as there exist structural differences across them. Another reason behind such a variation is the variation of internal organizational dynamics in the sectors [START_REF] Greenwood | Understanding radical organizational change: Bringing together the old and the new institutionalism[END_REF]. The extent and effect of institutional embeddedness of a firm's ability to adapt to an exogenous change in the government depends on the nature of embeddedness. Firms that are strongly embedded in political and economic institutions face the most difficulty when they change as compared to the firms that are embedded in historical, traditional and cultural institutions and values [START_REF] Newman | Radical organizational change[END_REF].

The organizations tend to mimic similar organizations under institutional instability and model similar other organizations [START_REF] Tolbert | Institutional sources of change in the formal structure of organizations: The diffusion of civil service reform, 1880-1935[END_REF]. Social expectations tend to make the organizations copy the routines that are most popular for success in times of misalignments with the institutional context. [START_REF] Ingram | Interorganizational learning[END_REF], in an inter-organizational learning review, argues that under uncertain conditions, it is suitable to copy others' behaviors because as long as there is a probability that others have access to better information than the focal decision-makers do, it is better to mimic others' behaviors. [START_REF] Dimaggio | The iron cage revisited: Collective rationality and institutional isomorphism in organizational fields[END_REF] argue that such mimetic behavior is beneficial in the terms that under uncertainty, it is easy to search for solutions based on the experiences of other similar organizations.

Neo-Institutional theory

The insights and suggestions in the neo-institutional theory advance a model for change, connecting organizational contexts and intra-organizational dynamics [START_REF] Greenwood | Understanding radical organizational change: Bringing together the old and the new institutionalism[END_REF]. They further argue that the neo-institutional theory focuses upon populations of organizations rather than individual organizations. The researchers have argued that a format rationale for an organization may not be suitable for a large number or a group of similar organizations (Fligstein, 1985). Institutional theorists give more importance to organizational stability and inertia rather than change and emphasize the study of the stability and inertia of organizations [START_REF] Tolbert | Institutional sources of change in the formal structure of organizations: The diffusion of civil service reform, 1880-1935[END_REF].

Stages of Change intervention

The classic view of [START_REF] Lewin | Frontiers in group dynamics: Concept, method and reality in social science; social equilibria and social change[END_REF]

Employee Adaptability

Employee adaptability refers to the capability to change, the competence to manage changes at work, and cope effectively with the stress that is related to change [START_REF] Savickas | Career Adapt-Abilities Scale: Construction, reliability, and measurement equivalence across 13 countries[END_REF].

Essentiality of Change

Irrespective of the fact whether one likes it or not, change is an inescapable and constant event in organizational and human life cycles. Starting from the example of human lives, we have always been subject to different changes from our birth until death. With the passage of time, we grow and are subject to physical changes. Later, different stages in our life cycles (starting schools, colleges, university, marriage, and professional lives) make us prone to change until death.

Similarly, organizations are created, and grow with the passage of time, face their environments, and adapt to them.

According to [START_REF] Mullins | Management and Organisational Behaviour 11th edn[END_REF], the initiation of a change can be a deliberate move by managers, the result of an intra-department evolution, the consequence of a policy shift, or most importantly, through external environmental pressures. He further states that the economic conditions, competition, government regulations and interventions, social legislations, availability of natural resources, political interest and rapid changes in technology are the factors that make an environment unpredictable. The secret of an organization's success lies in its interaction with the environment in which it performs and in adapting to external demands. Organizational responsiveness to unpredictable environmental elements is a key to its success; failing in which may have detrimental effects on its existence. Therefore, the functioning and structure of organizations must reflect their environments. Change-welcoming organizations have been identified to be more successful [START_REF] Lockhead | In my opinion-The secret is in the ability to lead change[END_REF].

Essentiality of Resistance to Change

Although the intention behind the introduction of a change is for its potential positive outcomes associated with it, it is always deemed to be resisted both at individual and organizational levels.

Lack of proper communication, perceived uselessness of change and ignoring members' expectations are considered driving forces against change.

Individuals in organizations resist change because of their selective perceptions about the change, their habit of being resistant despite considering the advantages of change, perceived inconvenience or loss of freedom, perceived economic implications, perceived security in the past, and fear of the unknown [START_REF] Mullins | Management and Organisational Behaviour 11th edn[END_REF].

Resistance can not only be confined to employees, but managers also possess resistance [START_REF] Lanuez | Sabotage by managers and technocrats: Neglected patterns of resistance at work[END_REF][START_REF] Spreitzer | Empowering middle managers to be transformational leaders[END_REF]. [START_REF] Crainer | Key management ideas: Thinking that changed the management world[END_REF] argues that managers resist organizational change considering it an instrument that impairs traditional authority dynamics. On the other hand, [START_REF] Piderit | Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change[END_REF] suggests that leaders of change expect full compliance with the change program by the employees, while employees do not resist change unless they perceive the outcomes harmful to them.

Similarly, [START_REF] Mullins | Management and Organisational Behaviour 11th edn[END_REF] argues that organizations resist change: because of a culture that is reluctant to change and convenient with the present situation, their orientation of maintaining stability and predictability, especially in large bureaucratic organizations, fear of investing a large amount of resources in the change, past agreements and contracts, and threat to influence and power by the top management.

The discussion above tries to explain that change is a natural process in individuals' and organizations' lives. Similarly, keeping in mind the fact that change is resisted at the employee level, managerial level, and organizational level, the naturalness of resistance to change cannot be denied as well.

The traditional literature in organizational change management has viewed resistance to change as something to be overcome [START_REF] Coch | Overcoming resistance to change[END_REF]. It has been portrayed as an unjustified and harmful recipient response that could just emerge as a spontaneous reaction to a change event [START_REF] Dent | Challenging "resistance to change[END_REF]. Those studies have considered Resistance to change as a spontaneous reaction to change, which is independent of the interaction among recipients, and the interaction between recipients and the change agents.

However, the recent developments in the literature suggest a positive side of the coin as well, which highlights the importance of resistance to change in influencing the change interventions in a positive way [START_REF] Courpasson | Resisters at work: Generating productive resistance in the workplace[END_REF]. [START_REF] Atkinson | Managing resistance to change[END_REF] views resistance to change as a healthy response to change. Similarly, it is suggested that resistance is a natural element in the organizational life cycles [START_REF] Lanuez | Sabotage by managers and technocrats: Neglected patterns of resistance at work[END_REF] and does not necessarily harm the organizations [START_REF] Piderit | Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change[END_REF]. Productive resistance, for example, represents the voicing of employee unions and convincing the management to consider the concerns that were otherwise not considered. The productive resistance thus aims to flourish managerial practices which ultimately benefit the organization as a whole [START_REF] Courpasson | Resisters at work: Generating productive resistance in the workplace[END_REF]. They further argue that by portraying the resistance to change as something harmful, the managerial practices miss the potential advantage that could arise out of recipients' resistance to change. The resistance to change, according to [START_REF] Courpasson | Resisters at work: Generating productive resistance in the workplace[END_REF], may help build awareness and discard counterproductive organizational elements. It is argued that the recipients' interactions might generate resistance in the beginning, but they could be a source of change acceptance as well through sense giving.

We believe that individuals might be resisting change initiatives at the beginning because of their perceived incapability to learn new ways of working and technology use, but at later stages, their interaction with their advice ties might make them able to access information and social support and adapt the changing work patterns. So, we argue that resistance to change is a subject of interactions among the change recipients.

Engagement Value of Resistance

According to [START_REF] Piderit | Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change[END_REF], resistance should be viewed as a possible form of engagement and sometimes could potentially represent greater commitment than the change acceptance because resistance sometimes may appear as thoughtful [START_REF] Courpasson | Resisters at work: Generating productive resistance in the workplace[END_REF]. Similarly, [START_REF] Wegener | Multiple routes to resisting attitude change[END_REF] argued that attitude change involves thoughtful and non-thoughtful mechanisms which either lead to change acceptance or resistance respectively. They further argue that although nonthoughtful acceptance by the recipients might look fascinating from the change agents' point of view but could have long-lasting detrimental effects on the organization and change itself, as it might lead to change failure ultimately. In contrast, thoughtful resistance might represent employees' commitment and sincerity to the organization and an expression of their concerns for the well-being of the organization [START_REF] Wegener | Multiple routes to resisting attitude change[END_REF].

Significance Of Individual Beliefs In Determining Their Behaviors Towards Organizational Transformation:

A belief may be defined as a perception about the truth of something that may not be readily obvious and tentative to systematic verification. [START_REF] Koys | The effects of employee satisfaction, organizational citizenship behavior, and turnover on organizational effectiveness: A unit-level, longitudinal study[END_REF] found out that employees' attitudes and behaviors affect business outcomes. Thus, the change process must provide some benefits to the individuals who are responsible for the implementation of change. In any organization, change recipients make sense of what they see, hear and experience and develop precursors about the decisions they take towards adaptation or resistance to change [START_REF] Armenakis | Organizational change recipients' beliefs scale: Development of an assessment instrument[END_REF]. The role of change recipients' beliefs in deciding the success or failure of organizational change is remarkable [START_REF] Armenakis | Organizational change recipients' beliefs scale: Development of an assessment instrument[END_REF]. The change would be a stressful event unless the perceptions of the majority of staff develop that the organization is going to develop supportive organizational mechanisms such as resource allocation, training, participation in the planning and implementation, and top management's commitment. Negative attitudes towards change will be created as a result of stress, and thus the stress will become an inhibitor to change [START_REF] Vakola | Attitudes towards organizational change: What is the role of employees' stress and commitment? Employee Relations[END_REF]. Successful organizational changes are always underpinned and implemented by change recipients [START_REF] Armenakis | Reflections: Our journey in organizational change research and practice[END_REF]. [START_REF] Lau | Understanding organizational change: A schematic perspective[END_REF] identified that individuals view change as a benefit or as a threat through their own perceptual filters. The attitudes and reactions to change are derived from these perceptions of individuals about the "what" and "how" of change intervention. This argument makes us believe that individual differences, both in the perception of the change event (stressor), and in the causal relationship between perceived change event and stress level exist [START_REF] Vakola | Attitudes towards organizational change: What is the role of employees' stress and commitment? Employee Relations[END_REF]. Several moderators have been identified that impact the relationship between change perceptions and stress causes. Locus of control and organizational commitment, for example, has been identified as moderators between the event of change and the cause of stress [START_REF] Mack | The stress of organisational change: A dynamic process model[END_REF].

Organizational scientists and innovation researchers have identified a set of beliefs among recipients of change [START_REF] Armenakis | Organizational change recipients' beliefs scale: Development of an assessment instrument[END_REF], which are;

Discrepancy

The argument that there must be a belief among the change recipient that a need for change exists has been identified by many researchers [START_REF] Rousseau | What's a good reason to change? Motivated reasoning and social accounts in promoting organizational change[END_REF]. A perceived difference between the current and post-change legitimizes the need for change [START_REF] Armenakis | Organizational change recipients' beliefs scale: Development of an assessment instrument[END_REF].

Appropriateness

Appropriateness refers to identifying unique attributes of an organizational situation so that corrective action may be taken to remove discrepancies [START_REF] Armenakis | Organizational change recipients' beliefs scale: Development of an assessment instrument[END_REF]. Change recipients feel less uncertainty when a change intervention is made with appropriate deliberation and planning [START_REF] Rafferty | Perceptions of organizational change: A stress and coping perspective[END_REF].

Efficacy:

Efficacy refers to the perceived capability of implementing a change initiative (Bandura, 1986). Individuals usually avoid undertaking activities that they perceive are exceeding their capabilities [START_REF] Armenakis | Organizational change recipients' beliefs scale: Development of an assessment instrument[END_REF]. There is a positive effect of self-efficacy on Recipients' adjustment to the organizational change [START_REF] Jimmieson | A longitudinal study of employee adaptation to organizational change: The role of change-related information and change-related selfefficacy[END_REF].

Principal Support

Principal Support refers to the support from change agents and opinion leaders who may be at a global level like the CEO, or an immediate supervisor. Change messages are usually transmitted by typical change agents and opinion leaders to change recipients [START_REF] Armenakis | Organizational change recipients' beliefs scale: Development of an assessment instrument[END_REF]. The influence of their opinion on the change recipients may be named Principal Support.

Valence:

Attractiveness from the change recipients' point of view is termed as valence here. It is further segmented into extrinsic and intrinsic valence. Extrinsic valence refers to the outcome rewards of adopting change behavior like gain sharing. An organizational change can also promote intrinsic valence, such as more autonomy results in an increase in higher order needs satisfaction such as self-actualization [START_REF] Morse | The experimental change of a major organizational variable[END_REF].

Human Responses to Change

People respond to change on various levels i.e., cognitive, affective, and behavioral. Positive, negative, neutral, or mixed responses, which may be mediated by perception of the outcomes, pace, justice, and scale of change, are triggered by a change event [START_REF] Kark Smollan | Minds, hearts and deeds: Cognitive, affective and behavioural responses to change[END_REF]. The cognitive, affective, and behavioral responses to change are outcomes of emotional and cognitive arousal [START_REF] Kark Smollan | Minds, hearts and deeds: Cognitive, affective and behavioural responses to change[END_REF]. Individual, change managers, and organizational factors moderate these cognitive, affective, and behavioral responses to change. Those factors include emotional intelligence, previous experiences with the change, stressors that are outside the workplace, and disposition on the individual level; leadership abilities, trustworthiness and emotional intelligence at the change leader level; and context and culture on the organizational level [START_REF] Kark Smollan | Minds, hearts and deeds: Cognitive, affective and behavioural responses to change[END_REF].

Knowledge leaders identify the truth that change always creates an emotional response in the shape of anger, excitement, and hopefulness, or the opposite of these reactions [START_REF] Reeves | Your mini MBA[END_REF].

Positive cognitions such as a belief in the advantageousness of a change event to one's self, to some external stakeholders, organization or a group of employees lead to arousal of positive emotions [START_REF] Kark Smollan | Minds, hearts and deeds: Cognitive, affective and behavioural responses to change[END_REF], ranging from exhilaration and enthusiasm to pleasure and contentment in their intensity [START_REF] Antonacopoulou | Emotion, learning and organizational change: Towards an integration of psychoanalytic and other perspectives[END_REF][START_REF] French | Negative capability": Managing the confusing uncertainties of change[END_REF]. These positive emotions then lead to positive behaviors such as Organizational Citizenship Behavior [START_REF] Organ | Organizational citizenship behavior: The good soldier syndrome[END_REF]. The rejection of change event [START_REF] Kark Smollan | Minds, hearts and deeds: Cognitive, affective and behavioural responses to change[END_REF] occurs when the strong cognitive reactions are accompanied by strong negative emotions' arousal [START_REF] Kiefer | Towards an integrated model for understanding antecedents and consequences of negative emotions in ongoing change[END_REF]. It can take the form of disloyalty, turnover, turnover intentions or neglect [START_REF] Turnley | The impact of psychological contract violations on exit, voice, loyalty, and neglect[END_REF], reduced trust [START_REF] Kiefer | Towards an integrated model for understanding antecedents and consequences of negative emotions in ongoing change[END_REF], blitz against change [START_REF] Mishra | Explaining how survivors respond to downsizing: The roles of trust, empowerment, justice, and work redesign[END_REF], deceit [START_REF] Shapiro | When do employees choose deceptive tactics to stop unwanted organizational change?: A relational perspective[END_REF] or aggression and violence [START_REF] Spector | An emotion-centered model of voluntary work behavior: Some parallels between counterproductive work behavior and organizational citizenship behavior[END_REF]. The difficulty in predicting the outcome favorability leads to neutral or ambivalent responses. These reactions to change are in fact, cognitive and affective responses to change derived from primary and secondary cognitive appraisals of the individuals [START_REF] Piderit | Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change[END_REF].

Primary & Secondary Cognitive Appraisals:

Individuals evaluate events through primary and secondary cognitive appraisals which are related to the perceived benefit to one's self and organization and coping with the stressful event, respectively [START_REF] Lazarus | Stress and emotion: A new synthesis[END_REF]. Primary cognitive appraisals evaluate a change event in terms of its benefits to the self, sometimes extended to the organization [START_REF] Weiss | Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work[END_REF], and secondary appraisals are related to the change event itself in terms of the usefulness of change and coping strategies and capabilities to the stressful event [START_REF] Paterson | An integrated affective and cognitive model to explain employees' responses to downsizing[END_REF][START_REF] Piderit | Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change[END_REF]. Supportive relationship cultures developed by participative style managers have been identified as stimulators for greater change acceptance [START_REF] Mullins | Management and Organisational Behaviour 11th edn[END_REF]. Similarly, cognitive responses to change are mediated by the recipients' perception of justice [START_REF] Kark Smollan | Minds, hearts and deeds: Cognitive, affective and behavioural responses to change[END_REF]. Positive emotions will be generated by positive perceptions of justice and vice versa [START_REF] Mikula | The role of injustice in the elicitation of differential emotional reactions[END_REF][START_REF] Weiss | Effects of justice conditions on discrete emotions[END_REF]. The perceived scale of change also has a significant impact on cognitive responses [START_REF] Kark Smollan | Minds, hearts and deeds: Cognitive, affective and behavioural responses to change[END_REF]. A strong psychological connection with the jobs finds revolutionary change as threatening and resists it [START_REF] Dirks | Psychological ownership in organizations: Conditions under which individuals promote and resist change Research in Organizational Change and Development[END_REF]. Changes to an existing arrangement seem to have a more severe impact rather than changes within an arrangement [START_REF] George | Towards a process model of individual change in organizations[END_REF]. Similarly, frequent simultaneous changes may generate negative reactions [START_REF] Blount | When plans change: Examining how people evaluate timing changes in work organizations[END_REF][START_REF] Kiefer | Towards an integrated model for understanding antecedents and consequences of negative emotions in ongoing change[END_REF]. Variable responses have been observed in the context of recipients' previous experiences of change. A previous history of positive changes and coping well may stimulate positive responses, while the change would be considered inconvenient if previous negative experiences are attached to it [START_REF] Kark Smollan | Minds, hearts and deeds: Cognitive, affective and behavioural responses to change[END_REF]. Despite successful history in coping with change, frequent changes may cause negative responses to change [START_REF] Kiefer | Towards an integrated model for understanding antecedents and consequences of negative emotions in ongoing change[END_REF].

Previous failures in coping well with the change reproduce cynicism which turns into a selffulfilling prophecy [START_REF] Wanous | Cynicism about organizational change: Measurement, antecedents, and correlates[END_REF]. Change cynicism is a universally recognized factor in change failures [START_REF] Brown | Organizational change cynicism: The role of employee involvement[END_REF]. Adverse effects of change cynicism are identified [START_REF] Barton | The moderating effect of organizational change cynicism on middle manager strategy commitment[END_REF] for the change process, mainly stimulating of employee resistance to change [START_REF] Stanley | Employee cynicism and resistance to organizational change[END_REF]. Strong correlations have been found between recent life changes and physical and psychological symptoms [START_REF] Rahe | The stress and coping inventory: An educational and research instrument[END_REF]. Recipients who have recently faced a big change or frequent small changes in their lives might respond negatively on all cognitive, emotional, and behavioral levels. Exterior stress-inducing events moderate the employee responses to change [START_REF] Kark Smollan | Minds, hearts and deeds: Cognitive, affective and behavioural responses to change[END_REF].

Managerial Characteristics and Their Impacts on Individual Reactions to Change

Some variables have been discussed in the context of change managers as well. Change managers' leadership abilities moderate the recipients' responses to change [START_REF] Kark Smollan | Minds, hearts and deeds: Cognitive, affective and behavioural responses to change[END_REF].

Transformational leadership has been observed to reduce cynicism about change [START_REF] Decelles | A field investigation of multilevel cynicism toward change[END_REF], encourage innovation in problem-solving [START_REF] Bass | Leadership and performance beyond expectations[END_REF], and positively influence work engagement and valence during change (Faupel & Süß, 2018). Similarly, the literature says that participative leadership has a strong influence on overcoming recipients' resistance to change [START_REF] Chawla | Predicting openness and commitment to change[END_REF]. The emotional intelligence of the change managers also moderates the recipients' cognitive, behavioral and affective responses to change [START_REF] Kark Smollan | Minds, hearts and deeds: Cognitive, affective and behavioural responses to change[END_REF]. The high emotional intelligence of the leaders substantiates integrity and empathy [START_REF] Parry | Perceived integrity of transformational leaders in organisational settings[END_REF]. An accurate judgment of the recipient's emotional reactions is inevitable for leaders in order to provide support for coping with the stressful event of change [START_REF] Kiefer | Towards an integrated model for understanding antecedents and consequences of negative emotions in ongoing change[END_REF]. Change recipients who believe in the capabilities of their leaders in dealing with the change effectively, the trustworthiness of their leaders, and the feeling that they are respected have more tendency to accept and support of change (Eby et al., 2000a;[START_REF] Martin | Trust leadership[END_REF][START_REF] Wanberg | Predictors and outcomes of openness to changes in a reorganizing workplace[END_REF]. Perceived trustworthiness of the leaders moderates the responses of recipients to change [START_REF] Kark Smollan | Minds, hearts and deeds: Cognitive, affective and behavioural responses to change[END_REF]. Trust in leaders is reduced when there is an arousal of negative emotions during change [START_REF] Kiefer | Towards an integrated model for understanding antecedents and consequences of negative emotions in ongoing change[END_REF]. In their integrative model of trust, [START_REF] Mayer | An integrative model of organizational trust[END_REF] define trust as the extent to which one party is vulnerable to the actions of another party, expecting that the other party performs a particular action that is important to trustor, in spite of the fact that the trustor does not have the ability to directly control or monitor the trustee. They characterize trust as an aggregate of benevolence, integrity, and ability. Benevolence refers to the extent to believe that the custodian will do good to the person who trusted him. Integrity refers to the perception of the trustor that the custodian would adhere to a specific set of principles that are acceptable for the trustor. While the ability is related to a specific domain, emphasizing that the trustee may be trusted with one perspective but not with the other (p.718).

Emotional Episodes & Affective Processes:

Considering people as the most important element in a change, an effective change program should change the perceptions, behaviors, and attitudes of change recipients [START_REF] Mullins | Management and Organisational Behaviour 11th edn[END_REF]. Affect plays a crucial role in shaping recipients' experiences and responses to change events [START_REF] Rafferty | Change readiness: A multilevel review[END_REF]. The occurrence of a change event [START_REF] Matheny | Taking change to heart: Exploring emotions experienced through change events[END_REF] triggers emotional episodes by invoking affective processes along with cognitive appraisals and ultimately influences the behavioral responses of the change recipients [START_REF] Oreg | An affect-based model of recipients' responses to organizational change events[END_REF]. These responses, going along with cognitive appraisals [START_REF] Roseman | A model of appraisal in the emotion system[END_REF], are elements of emotional episodes [START_REF] Russell | Core affect and the psychological construction of emotion[END_REF] that a change event stimulates [START_REF] Oreg | An affect-based model of recipients' responses to organizational change events[END_REF]. Emotional episodes refer to a series of affective processes which consolidate the cognitions, emotions, and behaviors, which are the result of an object or a triggering event [START_REF] Frijda | Moods, emotion episodes, and emotions[END_REF]. The degree of pleasantness (Valence) and degree of arousal (Activation) drive the core affect [START_REF] Oreg | An affect-based model of recipients' responses to organizational change events[END_REF]. The term valence refers to attractiveness from the change recipients' point of view here. It is further segmented into extrinsic and intrinsic valence. Extrinsic valence refers to the outcome rewards of adapting change behavior like gain sharing. An organization change can also promote intrinsic valence such as more autonomy results in an increase in higher order needs satisfaction as self-actualization [START_REF] Morse | The experimental change of a major organizational variable[END_REF]. The bipolar dimensionality of valence ranges from highly unpleasant to highly pleasant and the bipolar dimensionality of activation ranges from low to high [START_REF] Oreg | An affect-based model of recipients' responses to organizational change events[END_REF].

Reactions to change can be described in a quadrant, connecting the level of valence to the level of activation. Integration of positive valence and high activation generates change proactivity which is characterized by enthusiasm and elation. Similarly, a positive valence with a low activation produces acceptance to change which is characterized by satisfaction and passive support for change. A negative valence with a high level of activation generates change resistance which is characterized by being stressed, angry, intentions to quit organization or sometimes quitting. A negative valence with a low level of activation produces Change Disengagement which is characterized by depression, boredom, and detachment. Consequent upon the change disengagement employees engage in acquiescent silence [START_REF] Oreg | An affect-based model of recipients' responses to organizational change events[END_REF]. According to [START_REF] Gash | Changing frames: towards an understanding of information technology and organizational change[END_REF], technological changes should be viewed in terms of their order and the technological framework. According to this criterion, they introduced three types of technological changes, which could be categorized as:

First-order technological changes involve an intention for the betterment of performance and previous ways of working. This change is not introduced for a complete transformation of patterns of working and does not have a significant influence on individual behaviors and attitudes.

Second-order technological changes involve the replacement of previous ways of working. This happens when the existing technologies are thought to be useless in fulfilling the organizational requirements. In the second-order changes, technology can have a significant impact on individual behaviors [START_REF] Poorkavoos | The Effects of Technical-Advice Networks on Individual Adaptation to IT-Induced Change[END_REF].

The third-order changes include a complete shift in the managerial and technological frameworks.

In such changes, IT allows individuals to work effectively on the technology design. When current assumptions about working patterns change, then the individuals strive to comprehend the new frameworks which could fit properly in the new setup.

Implementation of Information Systems in the Organizations

The contemporary information systems, because of their complexity, pose a need for user support to help users remove knowledge barriers that prevent technology use. A potential provider for this support could be coworkers having more resources that help others when needed [START_REF] Sykes | Model of acceptance with peer support: A social network perspective to understand employees' system use[END_REF]. Social networks grant access to different resources, such as advice about tasks and strategic information, and may also transmit social support, social identity, and norms [START_REF] Podolny | Resources and relationships: Social networks and mobility in the workplace[END_REF]. The use of new systems requires knowledge transfer among different potential users with different levels of knowledge and skills about the systems use. This knowledge transfer process is greatly facilitated through informal networks of individuals in the organizations (Reagans & McEvily, 2003b).

The introduction of new technologies poses challenges for individuals in the form of coping with new ways of working and facing new technological features [START_REF] Beaudry | IT-induced adaptation and individual performance: A coping acts model[END_REF]. If the technologies introduced are complex in their nature, they might cause fatigue and subsequently require individuals to learn new things [START_REF] Aiman-Smith | Implementing new manufacturing technology: The related effects of technology characteristics and user learning activities[END_REF][START_REF] Mumford | Measuring occupational difficulty: A construct validation against training criteria[END_REF]. The existence of social networks and access to resources by virtue of being interconnected might be helpful for learning novel features and dealing with new situations effectively [START_REF] Sykes | Model of acceptance with peer support: A social network perspective to understand employees' system use[END_REF].

A network of supportive relationships facilitates the use of personal computers and computermediated technologies for communication [START_REF] Kling | The social dynamics of technical innovation in the computing world[END_REF] in a way that members influence each other's experiences and electronic life quality [START_REF] Hiltz | Online communities: A case study of the office of the future[END_REF] p.20. For instance, use of electronic mail by coworkers and supervisors predicts the individual's use of electronic mail [START_REF] Schmitz | Electronic messaging: System use in local governments[END_REF].

Chapter 2: Individual Social Networks and Networking

This chapter discusses human dependence on others' evaluations briefly. Moreover, it will discuss the effects of group norms on Individual behaviors and develop our theory of shaping individual behaviors towards technology with the help of social networks. Furthermore, it will give a brief overview of organizational learning. Later in this chapter, the reader will find a brief overview of social network dynamics discussed in Social Networks Literature. Finally, the role of social networks, specifically advice ties in individual adaptation to technological changes, are discussed.

Individual Dependence on Others' Evaluations:

The human tendency to consult people rather than other information sources has been recognized in the literature since the 1960's [START_REF] Allen | Managing the flow of technology: Technology transfer and the dissemination of technological information within the R&D organisation[END_REF][START_REF] Pelz | Scientists in organizations: Productive climates for research and development[END_REF]. The tendency still exists despite the invention of technological resources for obtaining information and knowledge [START_REF] Cross | More than an answer: Information relationships for actionable knowledge[END_REF]. Festinger (1954) stated that people consult similar others for information acquisition. The social information processing model [START_REF] Salancik | A social information processing approach to job attitudes and task design[END_REF] determines human beings as adaptive organisms who adapt attitudes and behaviors from their social environment and from their own experiences. They further argued that to have a better understanding of human behavior, the study of the social environment in which individuals are performing should be studied rather than studying personal characteristics of individuals. The immediate social environment of individuals is one of the important sources of information. The social environment provides cues to individuals for the construction and interpretation of events.

It provides cues to individuals for proper and socially accepted attitudes and behaviors as well. It influences individual attitudes in a way that it focuses his attention on specific information and enhances the saliency of that information. Similarly, it provides the individuals with expected behaviors in a social context and the consequences of those behaviors.

Effects of Group Norms on Individual Cognitions:

Individual cognitions and behaviors are significantly affected by group norms. The retrospective sense-making process of individuals is also influenced by the social context as it incorporates specifications for justifiable behaviors [START_REF] Fulk | A social influence model of technology use[END_REF]. A social constraint of the social environment includes the requirement for individuals to be consistent in their behaviors over time.

Departure from a behavior would require justification that could be proven to be socially rational [START_REF] Fulk | A social influence model of technology use[END_REF]. This implies that individuals in more cohesive groups are observed to have more similar attitudes [START_REF] Seashore | Group cohesiveness in the industrial work group[END_REF].

The individuals are prone to others' evaluation because of job complexity and the uncertainty of workers regarding reactions to it. Others' knowledge guides the individuals in such situations how to react. Social context affects individuals' attitudes and beliefs about jobs' nature. Pressures pertaining to conformity in social contexts become objects for the cognitive reconstruction process in the future as well (Salancik & Pfeffer, 1978a).

To understand the decisions taken by individuals, one should understand both individual predispositions and the social networks they have [START_REF] Moreno | Who shall survive?: A new approach to the problem of human interrelations[END_REF]. Various research works have been conducted to see the combined effects of individual characteristics and social networks on different outcomes such as job finding, outcomes in performance, and progress in a career (R. S. [START_REF] Burt | Social network analysis: Foundations and frontiers on advantage[END_REF]Fang et al., 2015;Fernandez & Weinberg, 1997).

Organizational Learning:

Organizational learning was first defined by [START_REF] Cangelosi | Organizational learning: Observations toward a theory[END_REF] as a consequence of keen observation. [START_REF] Shrivastava | A typology of organizational learning systems[END_REF] further explains the term as learned behaviors, their interpretation, and their institutionalization. Organizational learning reduces change cynicism by elaborating the advantageousness of change to employees [START_REF] Imran | What's organization knowledge management strategy for successful change implementation[END_REF]. Furthermore, organizational learning increases the readiness for change and ultimately ensures change success (Eby et al., 2000b). Readiness to change is an essential element as it addresses the individual queries regarding the quantity of resources to invest and reforms on individual and team levels for proper implementation of change [START_REF] Choi | Individual readiness for organizational change and its implications for human resource and organization development[END_REF][START_REF] Peterson | Readiness to change in communities, organizations, and individuals. The Early Childhood Educator Professional Development Grant: Reasearch and Practice[END_REF]. [START_REF] Argote | Organizational learning: Creating, retaining and transferring knowledge[END_REF] has identified interpersonal knowledge transfer as an important building block in organizational learning. Different types of knowledge are required at each stage of change [START_REF] Bierly | Organizational learning, knowledge and wisdom[END_REF]. At the initiation, basic knowledge is required, while knowledge to reduce cynicism and knowledge to deal with implementation are required at pre-implementation and postimplementation levels, respectively [START_REF] Jacobs | A theoretical framework of organizational change[END_REF]. Knowledge sharing is defined as a mutual exchange of task information, the ability to aid others, feedback and collaboration for problemsolving, and ideas and product development (Cummings, 2004a;[START_REF] Frank | What Is A "Good" Social Network For Policy Implementation? The Flow Of Know-How For Organizational Change[END_REF].

Social Network Dynamics Discussed in the Literature

Comprehensive literature has focused on interpersonal information flow in networks (R. S. [START_REF] Burt | The social structure of competition[END_REF]M. S. Granovetter, 1973b;[START_REF] Everett | Diffusion of innovations[END_REF]. Social relationships are important for information acquisition, learning tasks, and problem-solving (R. S. [START_REF] Burt | Structural holes and good ideas[END_REF][START_REF] Hutchins | Organizing work by adaptation[END_REF][START_REF] Lave | Situated learning: Legitimate peripheral participation[END_REF]. This occurs through networking and communication with similar others (in terms of expertise), or organization and capturing of knowledge with an intention to transmit to others [START_REF] Cummings | Work groups, structural diversity, and knowledge sharing in a global organization[END_REF][START_REF] Sousa | Action research study on individual knowledge use in organizational innovation processes[END_REF].

Two broad perspectivesstructural determinism and individual distinctiveness-have been identified in the social networks literature (Kilduff & Lee, 2020a). The structural Determinism school of thought abolishes the concept of human volitions in their network's development. It argues that individual identities are shaped by their position in the overall social network structure.

These structural characteristics include: 1) The position that an individual occupies in his network e.g., central or peripheral, 2) Overall embeddedness of ties among individuals in a social network e.g., weak, or strong ties, and 3) The overall position of an individual in the context of larger social connections e.g., dyads and cliques.

Much attention has been paid on structural properties of networks by social network theorists [START_REF] Levin | The strength of weak ties you can trust: The mediating role of trust in effective knowledge transfer[END_REF] for example tie strength (M. S. [START_REF] Granovetter | The strength of weak ties[END_REF] and structural holes (R. S. [START_REF] Burt | Structural holes and good ideas[END_REF]. A fundamental dictum in social network research has been on the centrality of positions individuals hold in a network. The argument behind is that people holding central positions in a network have more access to information and other resources. Such studies derive centrality from accidental factors such as physical proximity in offices, or the recent transfer of nodes from one department to another so that they might serve as a link between the two departments who were separated otherwise (Kilduff & Lee, 2020b). Weak ties have been identified as a resource for information acquisition as strong ties are assumed to be connected to many other people at the same time thus obstructing information flow due to trafficking (M. S. [START_REF] Granovetter | The strength of weak ties[END_REF]. Similarly, the importance of weak ties has been identified in finding jobs, idea diffusion, public information and technical advice (M. [START_REF] Granovetter | The strength of weak ties: A network theory revisited[END_REF]Uzzi & Lancaster, 2003a). In contrast to the weak ties, the significance of strong ties has been identified in the acquisition of useful knowledge as well [START_REF] Levin | The strength of weak ties you can trust: The mediating role of trust in effective knowledge transfer[END_REF], arguing that acquisition of useful knowledge with the help of strong ties is mediated by benevolence and competence based trust. The existence of trust ensures more willingness to diffuse useful knowledge [START_REF] Andrews | Influences on knowledge processes in organizational learning: The psychosocial filter[END_REF] as well as willingness to listen and absorb acquired knowledge [START_REF] Srinivas | Individual investors and financial advice: A model of advice-seeking behavior in the financial planning context[END_REF]. [START_REF] Singh | Collaborative networks as determinants of knowledge diffusion patterns[END_REF] found that geographical proximity matters less when the information flow has to happen in already closely connected collaborative networks of innovators. Geographic proximity and boundaries matter only when the information flow happens among innovators with less or no ties. Based upon the importance of closely connected collaborative networks in knowledge flow, he further argues that intra-firm and intra-regional information flows carry more intensity than that of inter-firm and inter-region. Importance of individual mobility in knowledge diffusion has been highlighted several times in the literature [START_REF] Almeida | Localization of knowledge and the mobility of engineers in regional networks[END_REF][START_REF] Saxenian | BOOK NOTE REGIONAL ADVANTAGE: CULTURE AND COMPETITION Ш SILICON VALLEY AND ROUTE 128[END_REF]. Willingness to share knowledge increases when there are direct relationships which stimulate trust among individuals [START_REF] Levin | The strength of weak ties you can trust: The mediating role of trust in effective knowledge transfer[END_REF][START_REF] Singh | Collaborative networks as determinants of knowledge diffusion patterns[END_REF] but information flow is facilitated by indirect interpersonal networks in the absence of direct mobility [START_REF] Uzzi | Relational embeddedness and learning: The case of bank loan managers and their clients[END_REF][START_REF] Zander | Knowledge and the speed of the transfer and imitation of organizational capabilities: An empirical test[END_REF].

Importance of brokers, which in social network literature have been defined as actors who facilitate ties among other actors, also cannot be denied because they facilitate the flow of information among two individuals who are disconnected otherwise i.e they do not have a direct relationship (R. S. [START_REF] Burt | Structural holes: The social structure of competition[END_REF]. An Individual's embeddedness in a supportive network positively influences his intention and motivation to share knowledge with others by investing his time, energy and effort (Reagans & McEvily, 2003a). Dyads in the networks are characterized by their significance in reciprocal gains [START_REF] Uzzi | Social structure and competition in interfirm networks: The paradox of embeddedness[END_REF], the extent to which ties affect the performance at job [START_REF] Methot | Are workplace friendships a mixed blessing? Exploring tradeoffs of multiplex relationships and their associations with job performance[END_REF] and the extent to which they benefit from the knowledge flow in large structures [START_REF] Tortoriello | Activating cross-boundary knowledge: The role of Simmelian ties in the generation of innovations[END_REF]. Negative and positive emotion contagion is transmitted through social networks [START_REF] Fowler | Dynamic spread of happiness in a large social network: Longitudinal analysis over 20 years in the Framingham Heart Study[END_REF]Kilduff & Lee, 2020b). The research on structure dominance has demonized the studies as "dead-end" which have incorporated human personality [START_REF] Mayhew | Structuralism versus individualism: Part 1, shadowboxing in the dark[END_REF] p.335. The argument behind is derivation of networks from social structures rather than human volitions. Structuralist school of thought dismisses the "person" construct considering it an unnecessary element in the study of networks (Kilduff & Lee, 2020b).

In contrast to the structuralist approach, several studies have emphasized upon the human agency in choosing and affecting their social networks. Different studies have emphasized on the importance of personality traits in affecting network structures. Personality traits such as selfmonitoring [START_REF] Sasovova | Network churn: The effects of self-monitoring personality on brokerage dynamics[END_REF], emotions [START_REF] Casciaro | The contaminating effects of building instrumental ties: How networking can make us feel dirty[END_REF] and cognitions [START_REF] Brands | Cognitive social structures in social network research: A review[END_REF] have been studied and related to different outcomes relating to network effects and patterns.

Questions such as "Is there any effect of personality traits in individuals for having brokerage or central positions in their organizational networks?" have been addressed by different authors (e.g. R. S. [START_REF] Burt | Network-related personality and the agency question: Multirole evidence from a virtual world[END_REF]. A mixed conclusion derived on the basis of different studies that individuals mould and modify their networks which assist relationships [START_REF] Barley | Technology as an occasion for structuring: Evidence from observations of CT scanners and the social order of radiology departments[END_REF] and the probability indeed exists that network positions determine people's personalities and identities [START_REF] Tasselli | Personality change: Implications for organizational behavior[END_REF].

Role of Social Networks in Individual Adaptations to Technological Change:

Social Cognitive Theory proposes that individual behaviors are shaped by an interaction among their cognitive capabilities and their social environment [START_REF] Heffernan | Social foundations of thought and action: A social cognitive theory, Albert Bandura Englewood Cliffs[END_REF]. Due to the nature of IT induced changes being disruptive [START_REF] Bruque | Individual adaptation to IT-induced change: The role of social networks[END_REF], recipients need to make sense of the things in a new environment and maintain a cognitive equilibrium [START_REF] Griffith | Technology features as triggers for sensemaking[END_REF]. To do so, some of the mechanisms that are used are consultation with one's peers [START_REF] Weick | Sensemaking in organizations[END_REF], which constitute their social networks. Apart from this, social networks are also beneficial for information sharing, mutual feedback and encouragement, which are equally important in techno-change adaptations for individuals [START_REF] Bruque | Individual adaptation to IT-induced change: The role of social networks[END_REF]. Informational social networks are characterized by the exchange of advice and information among individuals for work-tasks accomplishment. These networks play a key role during organizational transformations as they are beneficial for better management of new knowledge [START_REF] Lazarus | Psychological stress and the coping process[END_REF], and obtain assistance. Scholars in the field of Social Networks argue that to master a new job, one should consistently be having access to reliable information sources, who willingly help, and have familiarity with those new jobs (M. S. Granovetter, 1973;[START_REF] Morrison | Newcomers' relationships: The role of social network ties during socialization[END_REF]. [START_REF] Rizova | Are you networked for successful innovation?[END_REF] defined technical advice networks as the channels through which individuals gain access to technical advice and other organizational matters. [START_REF] Poorkavoos | The Effects of Technical-Advice Networks on Individual Adaptation to IT-Induced Change[END_REF] Theoretical Framework for achieving Research Objectives:

Role of Technical Advice Networks on Adaptation to Technological Change

Introduction to Conservation of Resources Theory

The basic argument of Conservation of Resources (COR) theory [START_REF] Hobfoll | Conservation of resources: A new attempt at conceptualizing stress[END_REF] is that people struggle to acquire, retain and further their resources. These resources usually appear in the form of "objects, conditions, states" and plenty of other things that the humans value. COR theory further posits that because the human minds have a built-in tendency to over evaluate resource loss and under evaluate resource gain, the chances of stress are likely to occur if an individual's;

resources are lost, are threatened to loss, or when a strong attempt to gain resources fails. COR Theory [START_REF] Hobfoll | Conservation of resources in the organizational context: The reality of resources and their consequences[END_REF] abandons the idea of stressful events as the unit of analysis. In contrast, it states that stressful conditions are rarely specific events but most of the times they are a sequence of different events which occur over time.

Principles of COR Theory

Hobfoll et al ( 2018), described four principles of Conservation of Resources (COR) Theory;

1. This principle of COR theory emphasizes that the resource loss is usually more critical than resource gain in nature. The proponents further argue that this significance of resource loss is evident in its magnitude as well as the rapidness as compared to resource gain.

2. This principle highlights the importance of resource investment. It states that to gain, retain and foster resources, one should invest in the current resources s/he has. These resources include material resources, psychological resources, conditional resources, and energy resources.

3. The COR theory's third principle states that in the situation of high resource loss circumstances, resource gains become more salient.

4. The fourth principle states that in the situation of exhaustion, or stretching out of resources, people enter a defensive mode which does not, sometimes, reflect rationality in their decisions. This defensive mode of people may take the form of aggressiveness as well.

Corollaries of Conservation of Resources Theory

Like the principles of COR Theory, there are some corollaries of the COR as well. These corollaries explain the dynamics of resources thereof:

The first corollary of Conservation of Resources Theory is that the possession, or the lack of resources predicts individuals' resilience or vulnerability respectively. The people with abundant resources are less vulnerable to resource loss. Therefore, they may be more resilient, and vice versa.

The second corollary of Conservation of resource theory describes the spiraling nature of resource loss, such that, at each depletion level, individuals have lesser resources than before to cope with stressful events. Because the resource loss is higher in both magnitude and momentum, it arises stressful situations, and consequently the individuals are prone to further losses.

In its third corollary, COR theory explains the spiraling nature of resource gain as well. It argues that because the resource gains are low in magnitude and momentum, resource gain spirals take more time to develop.

Resource Caravans and Resource Caravan Passageways

COR theory also theorizes that individual and organizational resources travel in packs rather than exist individually. Because the resources are outcomes of furtherance and learned adaptations, they are supposed to be co-travelers.

Similarly, Resource Caravan Passageways refer to the environmental and social conditions that either facilitate resource gain or block resource attainment and sustenance. As a matter of fact, the resources exist in ecological environments and it's the environment that facilitates or restrains resource furtherance. These environmental factors include organizations' environment and culture [START_REF] Hobfoll | Conservation of resources in the organizational context: The reality of resources and their consequences[END_REF]. Individual exposure to social and environmental conditions predicts their perseverance or brittleness, their social adaptiveness or social incapability, and their forbearance or intolerance.

Crossover of Resources

Crossover as first defined by [START_REF] Bolger | The contagion of stress across multiple roles[END_REF] refers to the transfer of stress or strain from one person to another through interpersonal processes. Although their study focused on the transmission of these states in life partners through contagion, but it paves the ways towards broad dynamics where the interpersonal processes in organizational environments may lead to the transmission of different states within coworkers. [START_REF] Westman | Stress and strain crossover[END_REF] further expanded and theorized the crossover model by identifying the crossover dynamics. She described three ways in which crossover could happen; The direct crossover in which emotions, affects, resources, and states are transmitted within partners through empathy.

The indirect crossover of resources, emotions, and states wherein one person transmits his stress or strain through mediating or moderating mechanisms, to another. To describe indirect crossover, she gave the example as how an undermined person from his coworkers could undermine another colleague and indirectly transmit his stress to the latter. Finally, through spurious crossover, a common adversity, or a common opportunity may have combined effects on the stress or strain of a group of people in a shared environment. She further theorized that positive affects or emotions may also be transmitted from one person to another just like the negative affects and emotions.

Hobfoll et al ( 2018) argued that crossover of positive emotions may also be possible through interpersonal interactions. The self-sufficiency of a person in resources like social support and control might lead him transmit it to their partners or coworkers. They suggested that positive spurious crossover may occur to a group of people exposed to the same levels of resources.

Extensive research has been carried out in the literature to explore crossover of resources from one person to another. [START_REF] Neff | What's mine is yours: The crossover of day-specific self-esteem[END_REF], for example, described the interpersonal exchange of resources such as job-related self-efficacy and performance self-esteem among intimate partners.

Work engagement can be defined as positive and fulfilling work related mental state, that is characterized by vigor, absorption, and dedication [START_REF] Schaufeli | The measurement of engagement and burnout: A two sample confirmatory factor analytic approach[END_REF]. Vigor refers to high levels of energy and resilience at workplace, absorption refers to the full concentration at work and dedication concerns to the sense of enthusiasm, importance, pride, and challenge. The research shows that personal resources and job resources are predictors of work engagement and gain their significance in a situation of high job demands [START_REF] Bakker | Using the job demands-resources model to predict burnout and performance[END_REF]. Several studies suggest that engaged individuals, who are engaged because of possession of resources, may transmit their engagement by expressing it to others [START_REF] Bakker | The crossover of burnout and work engagement among working couples[END_REF].

Technostress

Tarafdar et al ( 2007 Engagement of individuals with different personality traits when they were exposed to technostressors. They found that the "Openness to Experience was positively related to job engagement while their hypothesis that openness to experience is negatively related to job burnout was not supported. For Neuroticism, they found that it was negatively moderating the relationship between technostress creators and job engagement. For the trait of agreeableness, they found a significant positive relationship between techno-stressors and job burnout, while they couldn't find any significance in support of their hypothesis that for highly agreeable people, there is a negative relationship between techno-stress creators and job engagement. Similarly, for conscientiousness, they couldn't find any significant relationship with both job constructs. A salient finding in their study was that people who scored high in the trait of extraversion had a lower score in job burnout while exposed to the techno-stressors. It implies that there was a significant negative relationship between techno-stressors and job burnout. This finding was previously supported by [START_REF] Devaraj | Research note-how does personality matter? Relating the five-factor model to technology acceptance and use[END_REF] that highly extrovert people have a natural inclination of technology use in the organizations as they have an extrinsic motivation for maintenance of a favorable social image. [START_REF] Kalish | Till stress do us part: On the interplay between perceived stress and communication network dynamics[END_REF], in their attempt to define an engine of action for network evolution, conducted a research study in Israel, and found that individual's' level of stress could affect his choices of network selection, retention of ties, and their termination. Using the framework of COR Theory and Faultline Theory, they investigated the reciprocal effects of stress on communication ties and vice versa. They argued that network dynamics are partly influenced by stable individual traits such as age and sex, and partly influenced by their variable attributes such as levels of perceived stress. [START_REF] Kalish | Till stress do us part: On the interplay between perceived stress and communication network dynamics[END_REF] found that individuals with higher stress levels are less likely to initiate new ties and more likely to maintain their current/existing ties. Furthermore, they found a negative relationship between the number of communication ties an individual has, with his perceived level of stress. i.e. The higher the number of your communication ties, the lower will be the level of your perceived stress and vice versa. One of their hypotheses, which suggested that the higher the stress level of an individual, the lower would be the number of his incoming ties, was not supported empirically. In contrast, they found significant empirical evidence for their hypothesis that the higher an individual's perceived stress level, the higher the chances are that other actors will terminate their ties with the focal individual. Similarly, they found that individuals strive to make ties with others who have the same level of perceived stress.

Stress as an Engine of Action for Networks

Since stress level of an individual works as an engine of action for networks formation and termination and stress is defined as perceived or actual loss of resources, we argue that engagement which is a perceived or actual gain of resources might also work as an engine of action. Here, we describe adaptive behaviors to the technological changes as a potential engagement. Those who adapt to the new technologies are perceived as engaged by their other counterparts. Therefore, they might be sought by other colleagues as strategic partners.

The Conservation of Resources (COR) theory guides our research in several ways;

• The technologies when introduced require individuals to learn new ways of working. In order to do so, they require personal resources such as efficacy and social resources such as social and technical support. According to the first corollary of COR Theory, the presence or absence of resources predicts individual resilience or vulnerability thereof. We theorize that presence of supportive networks and access to information and social support with their help predicts individual adjustment to technological changes.

• Secondly, the concept of resource caravan passageways states that access to or blockage of resources is either facilitated or constrained by the environmental conditions. Individual social networks as described by [START_REF] Kalish | Till stress do us part: On the interplay between perceived stress and communication network dynamics[END_REF], can be a form of resource caravan passageways through which individuals gain access to or are blocked from obtaining resources. The social networks of individuals help them obtain technical knowledge about the new change and give them social support for coping.

• Third, in line with the notion of crossover of resources or mental states, we theorize that just like the spurious crossover of mental states during a common adversity, the spurious crossover of positive affects may also happen. In this study, we theorize individual change adaptive behaviors as a form of positive engagement, which could be transmitted to other peers through technical and social support.

Hypotheses Development & Research Model

Network Centrality

Proponents of Social Network Theory suggest that individuals retrieve information from their social context for environmental perceptions and interpretations [START_REF] Meyer | Social information processing and social networks: A test of social influence mechanisms[END_REF]. Centrality in simple words refers to the structural property of a node which distinguishes him/her by having more ties with other nodes in a network. Higher the number of ties a particular node/person has, the higher will be his centrality as compared to the peripheral nodes [START_REF] Vardaman | Interpreting change as controllable: The role of network centrality and self-efficacy[END_REF].

Number of network contacts a person has is his/her count for network degree centrality. It can be further partitioned into out-degree centrality and in-degree centrality which refer to the number of contacts a person perceives to have, and number of other people who perceive to have contact with a focal person respectively. Network centrality is a crucial structural characteristic that captures social interaction in organizations [START_REF] Sykes | Model of acceptance with peer support: A social network perspective to understand employees' system use[END_REF]. A symmetrized network represents reciprocal ties between two people while an asymmetric network represents one sided self-reported contacts of a person. The former is evident in affective ties such as energizing and friendship ties while the latter is evident in instrumental ties which include knowledge and advice ties [START_REF] Landis | Personality and social networks in organizations: A review and future directions[END_REF].

Network Centrality and Controllability

People have always been striving to control the events which can affect their personal and social lives. This control is sought by the individuals in order to gain social and personal benefits including avoidance of undesired outcomes and welcoming desired ones. A great deal of achievements have been observed in human history by virtue of knowledge growth in prediction and control of anticipated events [START_REF] Bandura | Personal and collective efficacy in human adaptation and change[END_REF]. In their cross-sectional study, [START_REF] Vardaman | Interpreting change as controllable: The role of network centrality and self-efficacy[END_REF] found that the central nodes in a network develop a sense of controllability about change events. This sense of controllability is mediated by self-efficacy which is derived from the nodes' being central in their networks [START_REF] Vardaman | Interpreting change as controllable: The role of network centrality and self-efficacy[END_REF], thus sense of controllability is affiliated with the structural edge, that the central nodes enjoy by having more information and social support from other connected nodes/individuals.

Network Centrality & Administrative and Technical Innovation

Ibarra (1993) views the definition of innovation from a political perspective stating that it is organizations and not the individuals who adopt innovations and implement them. Consequently, individuals through their influence, and their use of power, persuade others of the need to change, and provide social support and other resources to overcome resistance to change. In her argument, [START_REF] Kanter | When a thousand flowers bloom: Structural, collective, and social conditions for innovation in organizations[END_REF] while describing the relationship among power, innovation and informal networks, proposed three power tools that could help for approval, tolerance and implementation of new ideas. Those tools include information, material resources and social support. She argues that the resources/tools required for proper approval, tolerance and implementation of new ideas lie both in formal and informal organizational positions mostly in the latter.

Similar to formal authority, network centrality also represents a high status in a focal network and ensures access and mastery over different resources (R. [START_REF] Burt | Toward a structural theory of action: Network models of social structure, perception, and action[END_REF]. [START_REF] Ibarra | Network centrality, power, and innovation involvement: Determinants of technical and administrative roles[END_REF] in comparing the effects of formal and informal networks on innovation, suggested that centrality within organizational networks affects the innovation in both technical and administrative innovations. He suggested that the more central nodes in a network would highly be likely to be involved in more technical and administrative innovations because of their more realistic access to the resources required for involvement in innovation. His definition of innovation consisted of involvement in two types of elements; Presentation of ideas that were totally new or required considerable modifications in existing patterns, and firm implementation and use of those ideas.

Network Centrality and Individual & Group Performance

A basic tenet of the Social Network Theory is that the structure of a social network ameliorates or constrains individual access to resources (Brass, 1984). These resources include task advice and information and social support. [START_REF] Podolny | Resources and relationships: Social networks and mobility in the workplace[END_REF] argued that social networks impart social identity as well.

Advice networks enable individuals gaining access to and sharing of resources such as help in performing work tasks, sharing information and consequently providing assistance to accomplish their work tasks. Consequently the access to those resources makes individuals more likely to perform well in their day to day tasks [START_REF] Sparrowe | Social networks and the performance of individuals and groups[END_REF]. A central node in an advice network has more tendency to involve in such exchanges and tends to be more problem solving. The central nodes in the advice networks acquire the ability to accumulate knowledge over time in order to perform well and be able to solve problems [START_REF] Baldwin | The social fabric of a team-based MBA program: Network effects on student satisfaction and performance[END_REF]. By virtue of this expertise, central nodes are not only early problem solvers but are perceived as valued resources by others for future exchanges as well.

Network Centrality and Technology Use -Reciprocity [START_REF] Burkhardt | Changing patterns or patterns of change: The effects of a change in technology on social network structure and power[END_REF] attempted to find out whether technology impacts network structure or it is the structure that facilitates technology use. They found that the early adapters increase their centrality as compared to late adapters. Similarly central nodes in the network were observed to be the early adapters in early stages of their data collection. This proves to be a long-awaited justification of dynamism in organizational change.

Network Centrality, Behavioral Intentions to use Systems and Ultimate Systems Use

Behavioral intention refers to individual plans to perform a specific behavior. The Planned Behavior Theory [START_REF] Ajzen | The theory of planned behavior[END_REF] states that these intentions are driven by individual attitudes towards a specific behavior, social influences, individual personal differences such as efficacy and ability, and external factors such as the resources that facilitate or constrain those behavioral performances. He further argues that stronger intentions lead the individuals to strongly attempt to perform a behavior and vice versa. In the field of Information systems, behavioral intentions to use a system have been strongly related to actual system use and consequently behavioral performance [START_REF] Sheppard | The theory of reasoned action: A metaanalysis of past research with recommendations for modifications and future research[END_REF][START_REF] Venkatesh | User acceptance of information technology: Toward a unified view[END_REF].

Individuals holding central positions in organizations tend to be more innovative [START_REF] Ibarra | Power, social influence, and sense making: Effects of network centrality and proximity on employee perceptions[END_REF], and are expected to adapt to technological changes earlier. [START_REF] Sykes | Model of acceptance with peer support: A social network perspective to understand employees' system use[END_REF] argue that by virtue of holding central positions in networks, individuals derive power from their positions in central networks and can influence the design and configuration of systems that are to be introduced. Because of the influence they put in designing information systems, central nodes in the networks are expected to adapt the information systems earlier than the peripheral nodes and use the information systems more often. These nodes consequently become more important because of their early and often adaptation of technologies and are sought by the others for they are thought to be controlling the resources. Other nodes consult these people and make ties with them in order to get knowledge of the systems from them. They are perceived by the others as uncertainty reducers [START_REF] Tushman | Uncertainty, social location and influence in decision making: A sociometric analysis[END_REF]) in technology use. Therefore, we hypothesize;

H1a: Centrality in Advice Networks will positively influence individual technology adaptive behaviors at Time1 & Time2.

We would discuss in detail in the next section that how individual tendency for communal coping is influenced by his orientation about formation of new contacts. However, for our hypothesis building here, we refer to Hobfoll et al (2002)'s argument that people with an orientation of making new contacts have a tendency to solve problems with communal effort rather than tackling things in solo. We therefore hypothesize that,

H1b: Network Centrality would positively influence individual communal mastery at both

Time1 & Time 2.

Unlike the central nodes in a network, it is much harder for peripheral nodes to develop those skills and expertise required for problem solving and showing greater performance [START_REF] Sparrowe | Social networks and the performance of individuals and groups[END_REF]. Consequently, they are deprived of the advantage for future exchanges that their central counterparts have. Others' dependency on central nodes helps them gain advantages which they use in future exchanges to acquire and retain resources [START_REF] Cook | Power, equity and commitment in exchange networks[END_REF]. So we hypothesize that:

H1c: Network Centrality at Time 1 will positively affect Network Centrality at Time 2.

Communal Mastery:

Although there have been plenty of studies elaborating cultural differences in terms of collectivism or individualism, none can deny the influence of social networks in any culture. Humans in any culture either in one form or another are connected to, and dependent upon someone around. This nature of human beings has been evident since its appearance on the planet. Starting from hunter and gatherer societies who used to hunt and consume together for their basic survival, to the desire to make and sustain a prosperous and eco-friendly planet with peace (United Nations), human nature could never be separated from collectivist efforts.

Mastery as defined by [START_REF] Pearlin | The stress process[END_REF] refers to a belief in self as being capable of coping with stress through problem solving and achievements. This could be further segmented into Self Mastery and Communal Mastery which refer to being capable of coping with stressful circumstances by personal attributes [START_REF] Pearlin | The stress process[END_REF], and by virtue of being connected with other people respectively [START_REF] Hobfoll | The impact of communal-mastery versus self-mastery on emotional outcomes during stressful conditions: A prospective study of Native American women[END_REF]. A number of studies have shown the positive impact of a sense of mastery over goal attainment and stress resistance [START_REF] Pearlin | The stress process[END_REF][START_REF] Skinner | A guide to constructs of control[END_REF]. An individual's belief that he or she can successfully withstand life challenges is affected less by the stressful circumstances in life as compared to an individual who lacks this type of belief in himself [START_REF] Bandura | Personal and collective efficacy in human adaptation and change[END_REF]. [START_REF] Fukuyama | Trust: The social virtues and the creation of prosperity[END_REF] and [START_REF] Jackson | Communal aspects of self-regulation[END_REF] argue that self-efficacy or mastery represent the Western-European or American version of viewing the self as being capable of countering the stressful challenges. Similarly [START_REF] Riger | What's wrong with empowerment[END_REF] argues that traditional theoretical views of self-efficacy represent more of western male coping approaches and a probability exists that women and some cultures might view the successful self differently than the traditional self-efficacious individual. In collectivist cultures problem solving is viewed as a result of group effort and considered as a group achievement. A communal based perspective on the successful self might be more consistent to the collectivistic cultures. Therefore, in collectivist societies a communal based perception of efficacy or mastery might be more reliable to study [START_REF] Hobfoll | The impact of communal-mastery versus self-mastery on emotional outcomes during stressful conditions: A prospective study of Native American women[END_REF][START_REF] Lyons | Coping as a communal process[END_REF][START_REF] Weisz | Swapping recipes for control[END_REF]. The study of communal mastery in collectivist cultures such as Japan and China [START_REF] Riger | What's wrong with empowerment[END_REF]) might be more eye opening to understand the coping processes [START_REF] Hobfoll | The impact of communal-mastery versus self-mastery on emotional outcomes during stressful conditions: A prospective study of Native American women[END_REF] Defining Communal Mastery [START_REF] Hobfoll | The impact of communal-mastery versus self-mastery on emotional outcomes during stressful conditions: A prospective study of Native American women[END_REF] defined communal mastery as a sense to overcome stressful circumstances and face life challenges by virtue of being connected to a social network. It does not include social support as paramount but the belief itself that one is connected with a network of people, and he would be supported when needed. In a series of four studies, [START_REF] Hobfoll | Communal versus individualistic construction of sense of mastery in facing life challenges[END_REF] investigated if a sense of ensembled self is represented in western cultures as well. A scale of communal mastery was developed and tested during the study. They argued based upon the previous studies that although the two views of self (Individual or Communal) for coping represent cultural preferences of West and East, both might likely exist in any culture. Individuals high in communal mastery have a greater tendency to view and solve problems by developing relations with others rather than competing with them or doing things alone [START_REF] Hobfoll | The impact of communal-mastery versus self-mastery on emotional outcomes during stressful conditions: A prospective study of Native American women[END_REF]. They further argue that this would be driven by obtaining and provision of more social support and taking care of each other's needs.

Communal Mastery and Stressful Conditions, Effects on Anger and Depressive Mood:

Consequent upon the acculturation of people, a set of philosophical and ontological beliefs is developed in their minds which is reflected in their behaviors, their perception of self and their interpretation of events [START_REF] Shore | Culture in mind: Cognition, culture, and the problem of meaning[END_REF]. A stressful situation challenges people to adapt to situations contrary to their reflexive behaviors and calls upon their self-directed understanding to adapt to the situation and justify their actions [START_REF] Lazarus | Stress, appraisal, and coping[END_REF].

Although before [START_REF] Hobfoll | The impact of communal-mastery versus self-mastery on emotional outcomes during stressful conditions: A prospective study of Native American women[END_REF], there were no studies which directly examined the concept of communal mastery, previous literature could give us clues of the concept of communal coping. [START_REF] Bandura | Exercise of human agency through collective efficacy[END_REF] for example suggested that the study of a collective sense of agency in people might be much more promising in stress literature. [START_REF] Dunahoo | There's more than rugged individualism in coping. Part 1: Even the Lone Ranger had Tonto[END_REF] argued that individuals with an orientation of communal coping look towards life challenges through communal problem solving rather than dealing with challenges solely or by competing with others.

They further argued that this would lead them to use and provide more social support and care for others' concerns.

In their series of four studies, [START_REF] Hobfoll | Communal versus individualistic construction of sense of mastery in facing life challenges[END_REF] found significant correlations among communal mastery and prosocial coping in their first study. They further found that communal mastery was more related to support satisfaction and number of supporters. Communal mastery was found to be more negatively related to antisocial means of coping, anger and depression.

In their second study they found that communal mastery was significantly related to prosocial coping and social support which was characterized by provision and seeking of more social support, cautiousness, and support satisfaction. Further they found that although self-mastery was a better predictor of optimism and lower distress, communal mastery was also significantly related to those variables.

In the third study, they investigated the impacts of both self-efficacy and communal mastery on social alienation and decision-related action (quick or slow decision making). They suggested that communal mastery would be more negatively related to social alienation than self-efficacy. They further suggested that individuals high in communal mastery would be more cautious about others' concerns while making decisions. They found that communal mastery was less related to alienation as compared to self-efficacy. Communal mastery was less related to decisive action than selfefficacy. They found that both the constructs were related to stress resistance, but self-efficacy was more negatively related to fears of negative evaluation by others and social worries.

In the subsequent study, they found that both self-mastery and communal mastery were related to lower depressive moods and higher support satisfaction, but communal mastery was found to be related to higher number of supporters. They argued that individuals high in communal mastery would preserve their ties with others and perceive them to be helpful in goal achievement and successful functioning.

In another study, [START_REF] Hobfoll | The impact of communal-mastery versus self-mastery on emotional outcomes during stressful conditions: A prospective study of Native American women[END_REF] compared the effects of self-mastery and communal mastery on Native American Women. They found that women high in communal mastery while facing stressful circumstances experienced less anger and depressive mood as compared to the women who were having low scores in communal mastery. They identified that communal mastery was more effective for those women than self-mastery in facing stressful circumstances. Since Network Centrality with a mediation of Self Efficacy has shown a positive [START_REF] Savickas | Career Adapt-Abilities Scale: Construction, reliability, and measurement equivalence across 13 countries[END_REF]. Change adaptability according to van den Heuvel et al ( 2013 previously that social contexts incorporate specifications for justifiable behaviors and departure from those behaviors would require justifications which could socially be proven rational.

Therefore, we hypothesize that

H3: Change Adaptive Behaviors at Time 1 will account positively for Change Adaptive

Behaviors at Time 2.

Self-Monitoring

Self-monitoring has been recognized as an important personality approach that determines personal choices in shaping individuals' social networks (Kilduff & Lee, 2020). Since the inception of Self-Monitoring theory, it has contrasted two types of personalities; High self-monitor who looks for cues in his environment and responds accordingly, and low self-monitoring individuals who look within, find solutions and derive attitudes and behaviors from their own cognition and evaluation of surrounding events [START_REF] Snyder | Public appearances, Private realities: The psychology of self-monitoring[END_REF]. High self-monitor and low selfmonitor are similar to the concept of over socialized and under socialized individuals described by M. [START_REF] Granovetter | The strength of weak ties: A network theory revisited[END_REF]. A high self-monitoring individual takes more interest in the perception of relationships in social networks, especially the relationships which give and take help (Flynn et al., 2006).

Self-Monitoring theory is based on the doctrine that stable individual differences exist among people in adapting behaviors according to the clues acquired from different situations in different environments [START_REF] Snyder | Public appearances, Private realities: The psychology of self-monitoring[END_REF]. It differentiates high self-monitoring individuals who adapt to social situations by getting clues from their social environment and low self-monitors who look within to find solutions for different situations in their environment and stick to their own interpretations of situational factors [START_REF] Landis | Personality and social networks in organizations: A review and future directions[END_REF]. A tendency of advice giving rather than advice seeking is observed in high self-monitoring individuals on account of maintaining their status which makes them refrain from advice seeking (Flynn et al., 2006).

Social Networks of High & Low Self-Monitors

Mehra et al ( 2001) identified three perspectives, through which an interaction among selfmonitoring and individual positions in a network decide how individuals perform in organizations.

The first perspective, which they referred to as "Mediation Model", suggests that performance among individuals may vary because of the tendency of individual personalities to hold central or peripheral positions. This perspective is driven by the proposition that individual personality traits such as high, or low self-monitoring have an impact on individual choice of structural positions in a network. They argued for example, that high self-monitoring individuals tend to hold central or brokerage positions in a network which makes them able to gain access to redundant information.

Their ability to customize their behavior in different situations makes them able to relate themselves to several social groups. In contrast, the low self-monitors tend to maintain their connection to the current ties they already have. These connections could be in the form of a dyad, or a clique, which refer to a tie to a single actor, or two other actors respectively. The mediation model suggests that high self-monitors will occupy central positions in a network, and it could be other way around for low self-monitors. Consequently, high self-monitors will have access to diverse resources and information. Moreover, the high self-monitors, because of having brokerage positions among two disconnected actors, have tendency for their value enhancement by facilitation of knowledge and resource flow across the organization and thus increasing their performance.

The second perspective which is referred to as "Additive Model" provides an independent view of performance with respect to self-monitoring and structural position of an individual in a network.

It argues that both self-monitoring and brokerage positions have an independent effect on performance. i.e., the more the structural advantage in a network an individual has, the higher the performance, and the higher the self-monitoring score of an individual, the higher the performance.

This perspective argues that structural advantage in a network, and the self-monitoring are not mutually exclusive in influencing the performance of an individual.

The third perspective which is referred to as "Interaction Model" suggests that different type of personalities might differently benefit from their structural positions in a network. i.e. High selfmonitors might more be able to take advantage of their central position in a network to gain access to valued resources such as knowledge and information. This perspective argues that irrespective of the position one holds in a network, only the high self-monitors tend to encash the structural advantage in a network as compared to low self-monitors. Moreover, Interaction model suggests that both structural and dispositional characteristics are necessary for an individual to perform better than his peers. i.e., holding a central or brokerage position in a network, as well as being a high self-monitor make it possible to enhance performance. An argument behind differential performance among high and low self-monitors despite occupying bridging positions is that the high self-monitors have a tendency to scan the social environment for information and intentions of the people more easily [START_REF] Berscheid | Outcome dependency: Attention, attribution, and attraction[END_REF][START_REF] Jones | The self-monitor looks at the ingratiator[END_REF].

Considering the interactive model of Self-Monitoring, I hypothesize that: H4: Self-Monitoring will moderate the positive relationship between Network Centrality and Adaptive Behaviors such that the people high in self-monitoring will demonstrate higher adaptive behaviors than the people low in self-monitoring.

Meanwhile, during this period, no other technological change was introduced in these organizations. So based on our set of hypotheses that once those technologies are adapted well and institutionalized, we do not hypothesize formally but we expect that the relationship between network centrality and adaptive behaviors with the help of communal mastery would have a higher intensity at Time 2 than Time 1. Based SEM and Partial Least Squares (PLS-SEM) are discussed and our choice of PLS-SEM is justified. Later on, the scales used to measure our latent variables are described.

The second part of this chapter will comprise of results of the analysis conducted. It will discuss in detail the validation of inner and outer models. Moreover, it will provide the details of path coefficients, coefficient of determination, effect sizes and model predictive capabilities for the hypothesized relationship. It will separately discuss the results for our mediational and moderation hypotheses as well. Following this, Multi-Group Analysis and Paired Sample T-Test Results are described.

Part1: Research Methodology

Sociological Positivism and German Idealism:

Sociological Positivism and German Idealism are two opposite but prominent intellectual traditions in social sciences that have been used since more than two centuries. Sociological

Positivism refers to the use of natural sciences' techniques and models for the study of human beings. From the ontological perspective, it treats the social world as a reality thus approaching it from realism point of view. It is further characterized by positivist and determinist approach with respect to epistemology and assumptions about nature. With respect to the assumptions of methodological nature, this approach supports nomothetic methodologies in study of the social world.

The German Idealism in contrast emphasizes on the reality of social world as derived from the ideas rather than data of sense perception. In the ontological debate, it adapts a nominalist approach to the reality of social world. Similarly, in epistemology it adapts anti-positivism and argues in the essentiality of studying human affairs with a subjective point of view, thus denying the approaches used in natural sciences in studying human affairs. About the human nature, it stresses on the voluntarism and supports ideography as a method of studying social world.

Research Philosophy for the Study:

Based on the detailed discussion above, we conclude that the Sociological Positivism paradigm best suits our study. We test the hypothesis about the causal relationship between network centrality and change adaptive behaviors. Furthermore, we are investigating the mediational hypothesis of Communal Mastery between Network Centrality and Change Adaptive Behaviors.

Since this study involves hypothesis testing based upon previously established theories, we can argue in the nature of reality being objective, generalizable, and independent from the researcher.

Research Protocols & Methodology:

Research methodology is defined as the choice of quantitative or qualitative techniques which are helpful for decision making in a research approach. The research methodology guides the researchers about what to do step by step in answering a research question. It has a great importance in seeking guidelines for conducting a research and reliability of the results [START_REF] Creswell | Research design: Qualitative, quantitative, and mixed methods approaches[END_REF].

Our choice of positivistic approach in our research guides us to opt for a quantitative approach for data collection. The causal relationship among our variables is measured by the means of statistical data. Our quest for analyzing individual technology adaptation over time makes us choose a longitudinal quantitative research design.

Social Network Analysis

According to [START_REF] Borgatti | Analyzing social networks[END_REF], the position of an actor in a network decides the extent to which an individual's performance is affected by the constraints or opportunities in a social structure.

They defined networks as the thinking patterns of social systems which direct our attention on the relationships among the units which construct those social systems. These units are referred to as nodes which are individuals in the case of social networks. The characteristics of these nodes are referred to as "attributes" which may be categorical traits such as being male or female, belonging to a specific group of age etc. The relationships among those nodes are referred to as ties or links.

An interesting thing about the social network is that nodes are connected through common links which in broader sense, describes the structure of overall networks by connecting a web. Since we wanted to observe individual technology adaptive behaviors with the help of social networks they have, the unit of analysis for our research was individual. Therefore, the social network analysis strategy for this study was at node/individual level.

Survey Method:

A survey method data collection best suits the studies that involve answering "what" and "who" types of research questions [START_REF] Yin | Case study research: Design and methods[END_REF]. Since our study involves "what" type of research question, we adapted survey method data collection approach. Survey method design is helpful in provision of standardized information for the description of variables and relationships between them [START_REF] Malhotra | An assessment of survey research in POM: From constructs to theory[END_REF].

The Sample:

The social network analysis requires to obtain data from at least 80% of the whole network for reliable results. For this purpose, choosing a large organization was not feasible because the lack Since the Social Network Analysis requires the respondents to mention the names of their colleagues, there were some concerns about the confidentiality. Their concern was addressed by assuring the respondents that their responses will only be used for research purposes and their names and responses will not be disclosed to anyone.

Since the supervisors of those respondents were friends of the author, they were briefed about the research by the author himself and were assured that no information of any respondent would be disclosed to anyone including the supervisors themselves. The first wave of data was collected through the website of SurveyMonkey and the second wave was collected four months after the first wave. To engage the respondents and obtain maximum responses, the second wave of data was collected through hard copies of the questionnaires. The hard copies were handed over to their supervisors who handed over them to the respondents and did not put them in a rush to respond.

They were given the choice to fill the questionnaire at any time and return it within a period of one month. The degree to which a society maintains links about their past while planning for the future and striving in the present. Societies scoring high in this dimension use preferably a positive approach and encourage investment of human and material resources in education for future preparations.

Since our respondents belong to

Technology Adoption in Pakistan:

The culture of any country is of great importance to its citizens. It describes your past values, explains your present ideals, and predicts your future hope. The recent developments in communication technologies have had in influence on the cultures as well [START_REF] Syed | Comparative study of effect of culture on technology adoption in Pakistan and USA[END_REF].

The Demographic Profile of the Sample

The Gender Wise Distribution of the sample includes 197 male and 21 female respondents. Male respondents' percentage was 90.4% while for the female respondents, it was 9.6%. The low representation of female respondents was already expected as their representation in the public both methods of CB-SEM and PLS-SEM, we would describe some of the differences among both approaches and their limitations.

In CB-SEM, the function of maximum likelihood is used for minimization of sample covariance differences and predictions of theoretical model. For maximum likelihood function, the assumptions about data normality, and independence of observations from one another should strictly be followed [START_REF] Urbach | Structural equation modeling in information systems research using partial least squares[END_REF]. On the contrary, the objective of PLS SEM includes maximization of covariance between independent and dependent latent variables [START_REF] Sosik | Silver bullet or voodoo statistics? A primer for using the partial least squares data analytic technique in group and organization research[END_REF]. The mechanism used by PLS SEM is least square estimation for canonical correlations and single component and multi component research models (W. W. Chin, 1998).

However, PLS SEM has many tendencies to avoid data normality assumptions and techniques, which are inherent in ML function [START_REF] Fornell | Two structural equation models: LISREL and PLS applied to consumer exit-voice theory[END_REF]. [START_REF] Goodhue | PLS, small sample size, and statistical power in MIS research[END_REF] argued that PLS should not be thought of as something inferior to CB SEM especially when the sample sizes are not adequate and data distribution is not normal.

The general guidelines as described by [START_REF] Hair | PLS-SEM: Indeed a silver bullet[END_REF] for the choice of CB-SEM VS PLS-SEM include research objectives, the nature of items (reflective or formative), data assumptions, and the nature of structural model which is going to be validated. If the research objectives include theory testing, the CB-SEM model is argued to be best suited to the research. Meanwhile if the research objectives include development of theories and predictions, PLS-SEM is suggested as a more useful research tool. Furthermore, PLS SEM is best suited to the studies where measured variables include both reflective and formative constructs because of its ability to handle formative constructs properly as compared to CB-SEM. Thirdly, the assumptions about data normality have to be strictly followed while using CB-SEM but PLS-SEM is not very strict about data normality.

Similarly, CB SEM has some restrictions about sample size as well. Generally, the sample size should be large enough while using CB-SEM. In contrast, PLS-SEM can handle both large and small sample sizes. Similarly, PLS-SEM can handle very complex models smoothly.

Since our research objectives included development of a context specific model of performance and an integrated model of social networks and personal characteristics, we chose PLS-SEM as the research tool for our model. Moreover, the sample size of 218 is very close to the minimum threshold of 200 respondents so we considered it as a small sample and chose PLS-SEM instead of CB-SEM. Finally, our model included two waves of data with mediator and moderator which made it a complex research model, so we opted for PLS-SEM.

Measures:

Network Centrality

There are two popular ways of network data collection which are referred to as "Roster Choice Method" and "Name Generator Method". The Roster Choice Method, as the name suggests is characterized by asking a network question and then providing the respondents with a roster which includes the names of all members of that group. The respondents then have the choice to choose as many as they can. In the Name Generator Method, a network question is asked and then respondents are asked to enlist the names that describe the relationship which was asked in the network question. Both the "Roster Choice" and "Name Generator" methods have their pros and cons. The Roster Choice for example, has an advantage that people have a list of names in front of them and there are less chances of forgetting some names. In the Name Generator Method, it is more likely that the respondents will forget to mention some names which they really want to. I chose "Name Generator Method" keeping in mind the argument that if there are chances of forgetting a name then those names would not represent the true networks of an individual. If respondents are forced to think about their networks (which in the Name Generator method does), they might consider mentioning only the names that truly represent their networks. Since my level of analysis was a node level analysis so I collected the network data from nodes using a network question such as "Please mention some names (in your professional network) in the table below to whom you consult for advice when you have difficulty in performing your work-tasks". This network question aimed to explore about the individuals' choice of advice taking from other nodes in a network, while having some difficulty in performing work tasks. We argue that the individuals would consult to them to understand new technologies as they feel comfortable asking them questions in normal routines as well.

The responses were arranged into a matrix such that the first column represented the respondents and rows infront of them represented the names of all group members. If a respondent mentioned the name of a specific member of the group, we entered 1 in the corresponding cell otherwise we put 0. The sum of rows infront of each respondents showed their outdegree centrality [START_REF] Nieminen | On the centrality in a graph[END_REF] score and the sum of columns showed their indegree centrality. Since our groups were of different sizes so a simple measure of centrality could be misleading. For example one node in a group of 27 members having five contacts would have the same centrality score with a node having five contacts in a group of 58. To counter this, we imputed the group size while calculating centrality scores and calculated relative centrality scores [START_REF] Freeman | Centrality in social networks conceptual clarification[END_REF]. For this, we divided the sum of the rows by (n-1) for each group since a node could have a tie with all other group members except himself.

Communal Mastery:

Communal Mastery was evaluated using a 10-item scale originally developed and validated by [START_REF] Hobfoll | Communal versus individualistic construction of sense of mastery in facing life challenges[END_REF]. These ten questions were asked on a Likert scale of 1 to 7 with 1 representing strongly Disagree while 7 representing strongly agree. The sample items included questions such as "By joining with colleagues, I have a great deal of control over the things that happen to me", "Working together with my colleagues, I can solve many of the problems I have", "There is little I can do to change many of the important things in my life, even with the help of my colleagues (Reverse Coded", "Working together with people close to me I can overcome most of the problems I have", "What happens to me in the future mostly depends on my ability to work well with others", "I can do just about anything I set my mind to do because I have the support of those close to me at work", "With the help of those close to me at work I have more control over my work life', "What happens to me in the future mostly depends on my being supported by colleagues", "I can meet my work goals by helping others meet their work goals", and "Friends and colleagues at work mainly get in the way of my accomplishing work goals (Reverse Coded)".

Adaptive Behaviors

A three-item scale originally developed by [START_REF] Griffin | A new model of work role performance: Positive behavior in uncertain and interdependent contexts[END_REF] was used to measure Adaptive Behaviors of the respondents. The questions were customized in the context of organizational change. The items included: "I adapted well to the recent changes in core tasks", "I coped with recent changes to the way I have to do my core tasks" and "I learned new skills to adapt myself to the changes in my core tasks".

Self-Monitoring

Self-Monitoring usually is measured using an 18 item scale developed by [START_REF] Snyder | On the nature of self-monitoring: Matters of assessment, matters of validity[END_REF] which initially could be used by a true false score against each question. This scale differentiates high self-monitors from low self-monitors. Instead of True/False scoring, I applied a Likert Scale of 7 to differentiate high and low self-monitors on their scores for both the personality characteristics. Eight positively worded items of the scale were used to measure selfmonitoring of the participants such that a high score represents high self-monitoring and vice versa.

The items included "I can make impromptu speeches even on topics about which I have almost no information", "I guess I put on a show to impress or entertain others", "I would probably make a good actor", "In different situations and with different people, I often act like very different persons", "I'm not always the person I appear to be", "I have considered being an entertainer", "I can look anyone in the eye and tell a lie with a straight face (if for a right end)" and "I may deceive people by being friendly when I really dislike them".

Confirmatory Tetrad Analysis

According to [START_REF] Gudergan | PLS and confirmatory tetrad testing for formative measurement scales in marketing[END_REF], a mis specified measurement model can lead to a bias in the estimation of parameters for the structural model as well. As per the suggestions of [START_REF] Gudergan | Confirmatory tetrad analysis in PLS path modeling[END_REF], a confirmatory tetrad analysis in Partial Least Squares SEM is conducted for the assessment of a construct in terms of it's indicators either being reflective or formative. With the help of Confirmatory Tetrad Analysis, one can evaluate causality of latent variables and the specification of their indicators. As the name suggests, CTA is an analysis which makes sets of four manifest variables (tetrads), makes pairs out of those four manifest variables, and compares the covariances of those pairs. For example, if a construct (A) has four indicators, the CTA takes those four indicators, makes pairs of Indicator 1&2, 3&4, 1&3, and 2&4. The mathematical formula for CTA would then be calculated by subtracting the product of covariances of first two pairs from the product of covariances of latter two pairs. The principle behind is that reflective indicators will be highly correlated while it will be contrary in the situation of formative indicators. SmartPLS3.3.6 is fortuned to have the ability for conducting CTA and determining the indicators as reflective or formative. The CTA Process in Smart PLS is conducted in line with [START_REF] Bollen | A tetrad test for causal indicators[END_REF] approach for confirmatory testing. General principles behind conducting CTA include each construct being tested should have at least four indicators with a maximum of 25 indicators per construct. After running the CTA, the P-Values and upper and lower confidence intervals are evaluated. If 80% of the tetrads of a construct show a significance value of above 0.05 and zero exists between upper and lower confidence intervals, the construct would be regarded as reflective. In our analysis, only two of the variables -Communal Mastery and Self-Monitoring fulfilled the basic criteria for Confirmatory Tetrad analysis because Network Centrality had only one item while Adaptive Behaviors had three items. We run Confirmatory Tetrad analysis in SmartPLS 3.3.6 with bootstrap samples of 5000. For Communal Mastery, 35 Tetrads were created by the software out of which five tetrads had a p value more than 0.05 and zero did not exist between upper and lower confidence intervals, which makes it 14%. Thus the construct of Communal Mastery was statistically specified as a reflective construct. The results are shown in the table 4-1.

Model Specification for Longitudinal Analysis

After conducting Confirmatory Tetrad Analysis for determination of our constructs as formative or reflective, the next step was to identify path models for longitudinal studies since we had collected longitudinal data for all our constructs. Based upon the previous literature, a few studies could be found that had used SmartPLS for the analysis of longitudinal data. The guidelines basically include identification of research objectives & data basis in the beginning, and then using appropriate techniques [START_REF] Roemer | A tutorial on the use of PLS path modeling in longitudinal studies[END_REF]. Based upon previous studies using SmartPLS, Roemer

Measurement (Outer Model) Assessment

After models specification in terms of reflective/formative constructs, and specification of model in terms of path coefficients, the next step includes assessment of Measurement/Outer Model [START_REF] Hair | Partial least squares structural equation modeling (PLS-SEM): An emerging tool in business research[END_REF]. The assessment of measurement model refers to the validity and reliability of indicators of your variables [START_REF] Sarstedt | Partial least squares structural equation modeling (PLS-SEM): A useful tool for family business researchers[END_REF].

Indicator Reliability

Factor Loadings (CFA)

Factor loadings according to Pett et al., (2003, p.299) are the statistical representation of how the items of a latent construct represent that latent construct. In simple words, factor loadings describe the correlation of each of the item to its latent construct in a correlation matrix. Factor loadings of each observed variable ranges from -1 to +1 where a higher value represents a higher correlation of an observed variable with the principal component. In this study at Time1, the factor loadings for all items of adaptive behaviors and self-monitoring were above 0.7. For communal mastery, four items (CM1, CM6, CM7 & CM8) showed factor loadings below 0.7. In compliance with the literature and previous practices, these items were kept instead of deleting because all of them had factor loadings above 0.6 and the overall Average Variance Extracted from communal mastery was above 0.5. For the Time2, all items of Adaptive Behaviors and Self-Monitoring showed factor loadings of above the threshold of 0.7, except four items of Communal Mastery (CM3(2), CM6(2), CM7(2), CM8(2)). Once again, these items were not deleted because their factor loadings were very close to the threshold of 0.7 and the Average Variance Extracted (AVE) for the latent construct was above 0.5.

Convergent Validity

The assessment of convergent validity involves estimation of uni-dimensionality of a set of indicators of a construct. In other words, it assesses either all the indicators of a construct measure the same underlying construct or not [START_REF] Henseler | The use of partial least squares path modeling in international marketing[END_REF]. The mechanism behind this involves assessment of inter-correlations of responses which have been collected through different questions for measuring the same construct [START_REF] Götz | Evaluation of structural equation models using the partial least squares (PLS) approach[END_REF]. According to [START_REF] Fornell | Evaluating structural equation models with unobservable variables and measurement error[END_REF], Convergent validity can be assessed by measuring Average Variance Extracted (AVE).

The rule of thumb defined by them for AVE value is minimum of 0.5 which implies that half of the variance of indicators which were measuring a particular construct is explained by the underlying construct. The table No.4-5 below explains the AVE of all our constructs (again except network centrality) describing that all the variables collected at Time1 and Time2 have AVE values above the threshold of 0.5

Discriminant Validity

After establishing convergent validity of all our constructs, the next step involved is the measurement of discriminant validity. Discriminant validity refers to the statistical measurement of dissimilarity between variables of a research model. i.e the indicators of a particular construct do not conceptually overlap another construct which is being measured separately [START_REF] Götz | Evaluation of structural equation models using the partial least squares (PLS) approach[END_REF]. Similarly, the constructs themselves should not have collinearity issues. Discriminant validity is necessary to measure in order to know that indicators of a particular construct are not unintentionally measuring another construct in the model as well [START_REF] Fornell | Evaluating structural equation models with unobservable variables and measurement error[END_REF]. In SmartPLS, there are three measures of discriminant validity which are described below.

Cross-Loadings

Cross-Loadings are measured by comparing the factor loadings of all the indicators of all constructs which have been measured in a research model. The basic criterion for cross-loadings is that the factor loading of each indicator should be the highest in measurement of its own latent constructs rather than another construct [START_REF] Henseler | The use of partial least squares path modeling in international marketing[END_REF]. i.e. items factor loadings are the highest in their own latent constructs (Highlighted values). Thus, discriminant validity through cross-loadings criterion has been established in our model.

Fornell & Larcker Criterion

According to [START_REF] Fornell | Evaluating structural equation models with unobservable variables and measurement error[END_REF], discriminant validity of a model is established if the square root of Average Variance Extracted (AVE) of a particular construct is higher than bivariate correlation of other constructs of a research model. Using this criterion, we calculated the Square Roots of AVE of all our constructs and their bivariate correlations using SmartPLS' PLS Algorithm function and obtained the values. The results show that the square roots of AVE of all our variables (Values in Bold in the Diagonal) were higher than their correlations with other constructs. Thus, Discriminant validity through Fornell & Larcker Criterion was also established. Consequently, the third and a more accurate measure of discriminant validity is Hetero-Trait-Mono-Trait Ratio [START_REF] Henseler | A new criterion for assessing discriminant validity in variance-based structural equation modeling[END_REF]. They proposed that the HTMT correlation ratio is much more sensitive and specific (around 97%) as compared to the cross-loadings (around 0.0%) and Fornell & Larcker Criterion (around 20%). A HTMT Value closer to 1 indicates indistinctiveness among the variables. Therefore, [START_REF] Henseler | A new criterion for assessing discriminant validity in variance-based structural equation modeling[END_REF] suggested a value of 0.85 for each construct for establishing its distinctiveness from other variables. However, [START_REF] Gold | Knowledge management: An organizational capabilities perspective[END_REF] suggested that a HTMT Value of 0.90 should be treated as acceptable. HTMT Scores of all our variables were calculated using smartpls. All the values were below 0.85 criterion of [START_REF] Henseler | A new criterion for assessing discriminant validity in variance-based structural equation modeling[END_REF] except

AdapB2 & AdapB1 which had a value of 0.866, and Centrality T1& Centrality T2 which had a value of 0.89. However, these values were below 0.90, so according to [START_REF] Gold | Knowledge management: An organizational capabilities perspective[END_REF]'s instructions we can conclude that the discriminant validity of our measures was established using HTMT criterion as well.

Assessment of Collinearity Statistics

In order to reach to a proper conclusion for the structural model, it is necessary to assess the inner collinearity among your endogenous variables [START_REF] Hair | Partial least squares structural equation modeling (PLS-SEM): An emerging tool in business research[END_REF]. Therefore, Variance Inflation Factors were calculated in order to assess if there is multicollinearity among our latent variables or not. An endogenous construct having VIF value of higher than 3.3 indicates that there is a possibility of common method bias in our research model [START_REF] Kock | Common method bias in PLS-SEM: A full collinearity assessment approach[END_REF]. However a liberal point of view states that an endogenous construct having VIF higher than 5 shows potential issue of

Results for Collinearity Diagnostics

In the first set, we treated Cent1 as the dependent variables and all other seven variables as independents. The results show that all the values were below the threshold of 5 according to [START_REF] Wong | Mastering partial least squares structural equation modeling[END_REF] criteria. Similarly we repeated the same process for all sets by switching our dependent variables one by one. All the results showed satisfactory values of VIF below 5 except Network Centrality1 and Network Centrality2 which were above 5 but below 10. These results

were expected from our constructs of Network Centrality as we had left 10 spaces for each participant to mention their contacts' names. This issue of common method bias was addressed in our calculation of network centrality when we had imputed the network size.

R-Square (Determination Coefficient)

Another important element in Structural Equation Modeling is to assess the variance in all your endogenous variables, which is called R-Square or Coefficient of Determination. The normal range for R-Square values begins with 0 (explaining no variance) and ends with 1 (100% variance) for endogenous variables. A higher value indicates a higher predictive accuracy for the model. [START_REF] Henseler | The use of partial least squares path modeling in international marketing[END_REF] described the values of 0.25, 0.50, and 0.75 of R Square as weak, moderate, and substantial respectively. However, [START_REF] Raithel | On the value relevance of customer satisfaction. Multiple drivers and multiple markets[END_REF] argued that depending upon the research context, a value as low as 0.10 might also be considered as a satisfactory value. The values for R-Square of all our endogenous variables are showed in the table 4-13. The F-Square or effect size explains the strength of impact on a particular endogenous variable from a particular exogenous variable. Theoretically F-Square values indicate the change in R-Square of a variable when a particular exogenous variable is deleted from a model. The F-Square values of 0.35, 0.15, and 0.02 according to [START_REF] Henseler | The use of partial least squares path modeling in international marketing[END_REF] are considered to be strong, moderate and weak respectively. According to our model, the effect sizes for the relationships between 7 of our hypothesized relationships were between the range of weak to moderate impact (between 0.02 & 0.15). The rest were falling in the list of strong relationships. Detailed results are given in the table 4-14.

Constructs

Product of Indirect & Direct Relationship

The next step according to [START_REF] Zhao | Reconsidering Baron and Kenny: Myths and truths about mediation analysis[END_REF] involves assessment of the sign of coefficient for the product of indirect and direct effect. A Negative coefficient shows competitive mediation which means either one of the effects was positive and one was negative. For our values, the path coefficients for both our relationships were positive and significant so their product provided us a positive coefficient i.e. 0.046 for Time1, and 0.013 for Time2, which signifies that there was complementary/partial mediation in our model.

Moderation Analysis

A moderating variable, also known as interacting variable weakens or strengthens a relationship between an independent and a dependent variable [START_REF] Cohen | Applied Multiple Regression/Correlation Analysis for the Behavioral Sciences[END_REF]. For example, if a positive relationship between a variable A and a Variable B exists, but the presence of a moderating variable C may be influencing this relationship, the variable C would be considered as a moderating variable. This moderating effect could be either positive or negative. Meanwhile, the moderating variables could either be latent constructs measured with their items, or categorical variables such as age or gender.

In our research model, we had hypothesized that high self-monitoring would positively moderate the relationship between Network Centrality and Adaptive Behaviors at both Time1 and Time2.

We tested this hypothesis by running bootstrapping procedure in SmartPLS (The Path Coefficients and T-Statistics already given in the Path Coefficients Table ). We assessed the simple slope analysis in SmartPLS. Surprisingly, the moderating effect of Self-Monitoring on the relationship between Network Centrality and Adaptive Behaviors was negative. The Graphs below show that there was a negative significant coefficient for our moderating variable's effect. According to Roemer (2016)'s instructions for the use of longitudinal data in PLS SEM, if your research objectives include assessment of evolutionary effects of a variable, the second step in your analysis should be conducting a Multi-Group Analysis. The Multi-Group Analysis for both the measurement model, and the structural model is mandatory in order to assess if the respondents understood your constructs in a same manner in both Time Periods, as well as the strength of the relationships between your constructs at both time periods respectively. Since our research objectives included observation of change adaptive behaviors over time during organizational change, we decided to conduct a multi-group analysis using SmartPLS.

Measurement Invariance Test for the Measurement Model

Our first target was to assess if the constructs were understood by the respondents in the same manner at both time periods. For this, we first conducted a multigroup analysis for our measurement model to assess if their were significant differences in the understanding of our constructs or not. The SmartPLS conducts this test and provides you the value of difference as well as their significance values. A significant difference indicates that the constructs were not taken as the same in different time periods. Meanwhile, a non-significant difference indicates that there was no problem of understanding the constructs at Time1 and Time2 as the same. The results show that there were insignificant differences in the understanding of our measurement model between Time1 and Time2 except CM3, which was assessing Communal Mastery. The difference between T1 and T2 was .089 and the significance of this difference was .05. The detailed results are shown in the table 4-18. The next step was to assess if there were significant differences between path coefficients of our Constructs at Time1 and Time2. Using SmartPLS, the Multi-Group Analysis was conducted and the results showed that there were no significant differences between our construcsts' path coefficients at Time1 and Time 2. The detailed results are given in the

Paired Sample T-Test

After analyzing the change in path coefficients, the next step is to conduct paired sample t-tests in order to assess the changes in the constructs themselves, and if there is any significant change in those constructs or not [START_REF] Shea | Efficacy-performance spirals: An empirical test[END_REF]. In order to do so, we did a paired sample t-test by using SPSS, since there is no such feature in SmartPLS. We wanted to assess if there was any significant changes during this time period in the Network Centrality, Communal Mastery, Adaptive Behaviors, and Self-Monitoring of the respondents. The results showed significant changes in all our constructs except Communal Mastery. The mean score of Network Centrality increased from 0.1867 to 0.2459 and the t-test showed that the change was significant. Similarly, the mean score of communal mastery changed from 4.88 to 4.9 and the change was insignificant.

For Adaptive Behaviors, it changed from 4.8 to 5.2 with a significance value of 0.000. Moreover, the multi-group analysis indicated that there were negligible differences in respondents'

understanding of the construct. The Multi-Group Analysis for the structural model showed that there were no significant differences in the path coefficients from T1 to T2. The Paired Sample T-Tests showed that the differences in mean scores of Network Centrality and Adaptive Behaviors were significant, while the differences in mean scores of Self-Monitoring and Communal Mastery were non-significant between T1 and T2.

Impact of Network Centrality on Change Adaptive Behaviors

The results as shown in the Path Coefficients table No.4-12 reveal that there is a positive and significant relationship between Network Centrality and Change Adaptive Behaviors at Time 1 (ß=0.405, P=0.000), and Time 2 (ß=0.175, P=0.003), thus, supporting our hypothesis 1a. This goes in line with the findings of [START_REF] Burkhardt | Changing patterns or patterns of change: The effects of a change in technology on social network structure and power[END_REF] that the central people in networks who have more contacts, adapt to the technological changes earlier than their peripheral counterparts.

Similarly, [START_REF] Vardaman | Interpreting change as controllable: The role of network centrality and self-efficacy[END_REF] also found that the central nodes in a network develop a sense of controllability about change events and might tackle changes more easily in contrast with the people who are less central. Although they measured indegree centrality of the participants, which implies to the incoming ties of a specific person, we calculated outdegree centrality keeping in mind that the more a person asks for advice from others, the more he is extrovert. The individuals' being highly extrovert helps them adapt to the technologies more efficiently was previously supported by [START_REF] Devaraj | Research note-how does personality matter? Relating the five-factor model to technology acceptance and use[END_REF] and [START_REF] Srivastava | Technostress creators and job outcomes: Theorising the moderating influence of personality traits[END_REF]. Similarly, Network Centrality in the literature has been associated with increased technical innovation [START_REF] Ibarra | Network centrality, power, and innovation involvement: Determinants of technical and administrative roles[END_REF], enhanced individual and group performance [START_REF] Sparrowe | Social networks and the performance of individuals and groups[END_REF], and, behavioral intentions and actual use of technologies [START_REF] Sykes | Model of acceptance with peer support: A social network perspective to understand employees' system use[END_REF].

With respect to the COR Theory, the findings indicate that individual advice ties work as resource caravan passageways. These passageways smoothen the flow of information and social support towards individuals. The advice and social support thus help as coping resources to the individuals for dealing with the new technologies. Similarly, according to [START_REF] Chandra | Does technostress inhibit employee innovation? Examining the linear and curvilinear influence of technostress creators[END_REF], individuals once performed well during the implementation of technology with the help of social support, their hesitation to ask for help decreases in the future. This complies with the notion of resource gain spirals which suggests that resource surpluses predict resource development.

Impact of Network Centrality on Communal Mastery

Similarly, our hypothesis 1b was about the positive relationship between Network Centrality and Communal Mastery at both Time1 and Time2. The path coefficients showed that the positive relationship between network centrality at both times was significant (ß=0.625, P=0.000) at Time1 and (ß=0.0.263, P=0.000) at Time2. The results show that the data supported our hypothesis 1b as well. This finding was theoretically supported by [START_REF] Vardaman | Interpreting change as controllable: The role of network centrality and self-efficacy[END_REF] where they found that network centrality helps build perception of self-efficacy about the organizational change. The change related self-efficacy in return augments the sense of controllability about organizational change which consequently helps in adapting to the technological change in a better way.

Moreover, the findings for this hypothesis suggest that with the help of resource caravan passageways (networks in our case) help individuals gain more resources such as communal mastery. This may happen because of the individuals' access to resources such as information and social support by virtue of their being connected with other members of the network. Furthermore, we might infer from the results that the crossover of mental states such as engagement might have happened during this time among the change recipients. This argument suits our study in the way that a demonstration of adaptive behaviors to a technological change may be a potential form of engagement. This engagement could have been transferred to other counterparts because of their being central with other network members and a consistent contact with them.

Moreover, according to Hobfoll et al (2002), the individuals who have a tendency to initiate new contacts, have more belief in communal rather than individual coping with stressful circumstances.

Since network centrality implies to having more contacts in social networks and outdegree centrality refers to making new ties with people, we believe that the more central nodes in a network have more tendency toward communal coping.

The Carryover Effect of Network Centrality T1 on Network Centrality T2

In the series of our hypotheses, the third hypothesis (1c) was about the positive influence of network centrality at Time1 to network centrality at Time2. The argument behind this hypothesis was drawn from the notion of the Spiraling nature of resource gains. We argued that once an individual observes that being central in a network helps him obtain resources, he will invest more resources to retain and foster his resources. The results showed that there was a positive impact of network centrality from T1 to T2 (ß=0.89, P=0.000). Such a high Beta Coefficient may have happened because of a very high correlation between network centrality at T1 & T2 (Correlation of 0.89). This problem might have happened because the maximum number of contacts a respondent could report was ten at both T1 and T2. This might have raised the issue of collinearity because the people who reported ten names at both times had the same centrality scores at T1 and T2. However, this issue was resolved by imputing the network size of each group while calculating the centrality scores but still, it could raise some collinearity issues. The collinearity diagnostics results showed values of more than 5 but less than 10 so we neglected this as per the suggestions of [START_REF] Hair | Multivariate data analysis[END_REF].

According to COR Theory, social networks once perceived as a useful source for resource obtention; individuals strive to augment their social networks considering their advantages in future exchanges as well. Furthermore, the results validate the findings of [START_REF] Kalish | Till stress do us part: On the interplay between perceived stress and communication network dynamics[END_REF] that individuals with higher stress levels are less likely to initiate new ties with others. In our case, and since we defined adaptive behaviors as a potential form of engagement, we argue instead that, unlike stressed people, engaged people are more likely to initiate new ties with other people in networks.

Impact of Communal Mastery on Change Adaptive Behaviors

In the second set of Hypotheses, hypothesis H2a stated that there would be a positive effect of communal mastery on change adaptive behaviors. This, again, was in line with [START_REF] Compeau | Social cognitive theory and individual reactions to computing technology: A longitudinal study[END_REF]'s finding that Self-Efficacy is an important predictor of individuals' adjustment to change.

Since we identified that Communal Mastery as well is a potential form of self-efficacy, in which you believe that you can achieve things by virtue of being connected with others and you would be supported in case of need. The results showed that there was a positive impact of communal mastery on change adaptive behaviors at T1 (ß=0.182, P=0.061), and at T2 (ß=0.294, P=0.000).

Although the P-Value at T1 was more than 0.05 but it was very close to 0.05 so we neglected it and argued that it could be partially significant if we consider the significance value at 0.1.

With respect to COR Theory, the findings go in agreement with Dunahoo et al (1998)'s suggestions that people high in communal mastery have more orientation of problem-solving and pro-social coping. This indicates that people high in communal mastery would take more advantage of the collective problem solving and obtain resources such as information necessary for adapting to the technological changes and social support.

Carryover Effect of Communal Mastery T1 on Communal Mastery T2

The second hypothesis (H2b) in this series was that there will be a positive influence of communal mastery at T1 on communal mastery at T2. The results suggest that there was a positive influence of communal mastery at T1 on communal mastery at T2 (ß=0.428, P=0.000). This hypothesis was made keeping in mind [START_REF] Swanson | Knowing why and how to innovate with packaged business software[END_REF]'s finding that a successful experience in adapting new technologies helps individuals increase their self-efficacy in the future as well. Since communal mastery is similarly a resource as self-efficacy, we believe that the resources obtained with the help of communal mastery i.e.succesful adaptation of technology, would cause an increase in the emotional and cognitive capabilities of individuals in the future as well. Thus, the results further validated the notion of resource gain spirals through the lens of the COR Theory.

Mediation of Communal Mastery

The next hypothesis (H2c) suggested that communal mastery would mediate the positive relationship between network centrality and change adaptive behaviors at both T1 and T2. It was evident in previous research [START_REF] Vardaman | Interpreting change as controllable: The role of network centrality and self-efficacy[END_REF] that network centrality and change adaptation is mediated by a positive belief in one's capabilities that s/he can successfully cope with stressful conditions. The results supported a partial mediation of the said relationship as there was an indirect effect (ß=0.114, P=0.07) at T1 and (ß=0.07, P=0.004) at T2. Similarly, the direct effect of network centrality on adaptive behaviors was significant as well, which implies that a partial mediation was evident in our findings as well. Communal mastery is a resource in a way that an individual believes that he can cope with the stressful circumstances because of his being connected with other counterparts.

Carryover Effect of Adaptive Behaviors T1 on Adaptive Behaviors T2

The third hypothesis (H3) was about the institutionalization of new ways of working. We suggested that once learned, the adaptive behaviors at T1 will have a positive influence on adaptive behaviors at T2. The results showed a positive impact (ß=0.229, P=0.001) of adaptive behaviors T1 on adaptive behaviors T2. The findings were in line with the suggestions of [START_REF] Greener | Unlearning with technology[END_REF] that non-reinforcement of specific knowledge makes it fade away with the passage of time. We suggested that once individuals demonstrate adaptive behaviors to the new technologies, it would help them stay tuned to the new ways of working and master them with the passage of time.

Similarly, in social contexts, deviation from a specific behavior would require socially acceptable justifications, so individuals keep working in new ways to avoid any social unrest in their networks.

The Moderating Effect of Self-Monitoring on the Relationship Between Network Centrality and Adaptive Behaviors

The next hypothesis (H4) was that self-monitoring would moderate the positive relationship between network centrality and change adaptive behaviors. Surprisingly, the results showed a negative relationship (ß=-0.254, P=0.000) at T1 and (ß=-0.157, P=0.001) at T2. This hypothesis was built in line with the "interaction model" of self-monitoring proposed by [START_REF] Mehra | The social networks of high and low self-monitors: Implications for workplace performance[END_REF] where they predicted that the people high in self-monitoring would perform better if they were more central in networks and vice versa. Similarly, we believed that because of their chameleonlike characters, high self-monitors would at least pretend that they were performing well. The negative path coefficients with reasonable significance highlighted the opposite of their findings.

This might have happened because of the perception of the self-monitoring, and the nature of items being closer to a sense of hypocrisy. The individuals, even performing well, would have thought of self-monitoring as a negative construct and responded accordingly. Moreover, [START_REF] Dong | Being good to look good: Moral character is positively associated with hypocrisy among reputation-seeking individuals[END_REF] measured individuals' reputation management motives through the scale of self-monitoring.

Although they used all items of the scale in measuring the reputation management of individuals, our choice of only selecting the positively worded items (which indicated high self-monitoring) might have caused a problem in individuals' comprehension of the construct. The participants might have comprehended it as a measure of negative self-reputation.

Multi-Group Analysis and Differences of Path Coefficients Between T1 and T2

Since we wanted to analyze the evolution of networks and individual adjustment to change over time, we had hypothesized that the relationships between our constructs would be stronger at Time2 rather than at Time1 because of the institutionalization of new behaviors. To measure this, we conducted a multi-group analysis by considering the T1 as Group1 and T2 as Group 2. We compared our hypothesized path coefficients at T1 and T2 and checked for their significance level.

The multi-group analysis for the measurement model indicated that there were no significant differences in the understanding of our indicators among our respondents at T1 and T2. Only one item of the communal mastery (CM3) had a significant difference from T1 to T2. Since the items were reflective, we considered this difference as negligible. The important component of our multigroup analysis was to assess if there were significant differences in the path coefficients at T1 and T2. The results showed that there were no significant differences among the path coefficients between T1 and T2. There might be many reasons which explain this insignificant difference of path coefficients at both time periods, but the one that makes more sense is that the data collected from respondents was from different organizations. The change hadn't been initiated for all the respondent groups at the same time. Moreover, the data wasn't collected from them before the change implementation, which could help us understand the differences. It might have happened that at the time of our data collection for the first time, they might already have adapted to the change at T1, and they couldn't feel any difference while responding at T2.

Paired Sample T-Tests

The third major component of our data analysis was conducting Paired Sample T-Tests to see if there were significant differences in the variables themselves from T1 to T2. The data suggested that the network centrality and adaptive behaviors showed increased mean scores and the increase was significant. For communal mastery and self-monitoring, the increase of mean scores was not significant. The increase in network centrality from T1 to T2 was from 0.18 to 0.24 with a significance level of 0.000. This implied that individuals had increased their ties with other people as well during this time period. This increase may be attributed to the perceived benefit of having access to resources such as information and technical advice from social networks. Another reason that could be attributed to this increase may be that the individuals invested in their current resources to retain the associated benefits and maintain their ties for future exchanges and help as well. Similarly, the significant increase in adaptive behaviors from T1 to T2 (4.8 to 5.2) with a significance level of 0.000 indicates that the change was institutionalized with the passage of time.

The individuals who had been using new technology may have mastered it and been working on it more efficiently. Changes in the mean scores for communal mastery were non-significant (i.e., 4.8 to 4.9), with a significance level of 0.7. This may have happened because communal mastery is more a general concept rather than a specific. An evaluation of change-related communal mastery might have had different results as the data was collected during the change timing.

Managerial Implications

For practitioners and managers, this study contributes in a way that it provides new insights about managing change. The common notion among managerial practices has been to avoid resistance to change. But this study provides that change adaptive behaviors evolve over time and become stronger with the passage of time and with more practice. Therefore, if initially, there were some examples of resistance to change, it should not be thought of as something to overcome rather than treated as a normal process. The results might be interesting to the field of Human Resource Management in the sense that employers may recruit people by considering their trait of extraversion. This will help them select employees who are less hesitant to ask for help from others and adapting to the changes in an environment of constant technological developments and changes.

Moreover, the identification of influential (central) actors in a network and addressal to them might be more helpful in the successful implementation of change. The influential actors, because of their influence on others, may prove to be more convincing among their counterparts for acceptance of change. Previously, it has been identified that the central actors in a network derive power from their position and influence change initiatives for better programming of change. The power they derive from their central positions and their knowledge about the change may prove to be convincing for other actors in technology acceptance and adaptation.

An example of such influence was given in the study of [START_REF] Fulk | A social influence model of technology use[END_REF] where they found that videoconferencing system was introduced in an aircraft company to expedite communication among members as letters were slow means of communication. Fax was a fast means, but you could not share and discuss the documents with several people at a time. The videoconferencing system, although perfect in its specifications and fulfilling the need to expedite communication, ultimately failed. The problem was not with difficulty in technology use. An engineer who was thought to be the knowledge hub of the company refused to use it, stating some problems. His opinion diffused and the coworkers adapted behaviors according to the engineer's opinion.

Moreover, this study has implications for policy formation and governmental IT interventions in the public sector departments. Since our sample belonged to both public and private sectors, it may help governmental authorities understand employee behaviors for technology adaptation. For instance, the current manual filing system in Govt offices in Pakistan gives rise to challenges such as poor and delayed administration, corruption, hectic process of tracking and delayed accountability. If an e-filing system is proposed for government offices in Pakistan, this study might help the authorities find out the influential actors, train them, and allow them to help others who are otherwise unable to adapt to the said technology easily.

Limitations & Future Directions

Just like the other studies in natural sciences and social sciences, this study is not debarred of limitations. The first and foremost limitation of this study is the issue of generalizability. The data was collected from Pakistan, which according to Hofstede's insights, is a collectivist society. Since communal mastery has been tested only among female respondents [START_REF] Hobfoll | Communal versus individualistic construction of sense of mastery in facing life challenges[END_REF] previously, who are thought to be having more orientation toward collectivist efforts. This study was like a continuation to further inquiry of the subject if these dynamics apply to males in a collectivist society as well or not. Although the results could not be generalized, this study contributes to the improvement of practices in public and private sector organizations because of the high potential of coming technological advances in Pakistan. Future studies may include such types of cross-cultural inquiries in both collectivist and individualist societies and make a comparison if there are any differences in cognitive and behavioral patterns of people when they are exposed to stressful circumstances.

Another limitation was that only one network construct (network centrality) was taken, and structural equation modeling was run to see the effects of networks on performance during change.

Although it assessed the potential effects of network centrality on personal outcomes, a full fledge social network analysis might be more insightful in order to assess other network constructs such as tie strength and network density in relation to the personal outcomes. Although we intended to get responses for other social network variables such as tie strength, but keeping in mind the limitations of respondent engagement, we chose just to stick with the main social network construct, which is network centrality. Future studies might consider analysing social networks with more sophisticated tools such as UCINET. Specifically, this instrument allows analyses of differnent social network constructs in relation to personal outcomes.

Moreover, this study is context-specific in a manner that it assessed individual adaptive behaviors to technology. Future studies may test the influence of central actors in the context of radical changes as well. Since radical change comes up with higher uncertainty than technological changes, these influential actors might prove to be more helpful in the successful convincing of their other counterparts.

Similarly, following [START_REF] Bandura | Self-efficacy: The exercise of control[END_REF]'s recommendations, the domain-specific perception of self-efficacy could be a better predictor of performance. Since we related the concept of the communal mastery to self-efficacy, a domain-related measure of communal mastery could be developed in the future as well. Moreover, future studies could customize their scale of communal mastery for different contexts and situations.

Conclusion

The research objectives of this study were to develop a model that considers both the structural support and help them behave accordingly. Moreover, the results indicated that individuals once obtained benefits of resource caravan passageways, try to retain and extend them to obtain future benefits. This in consequence, helps them build a collective sense of mastery over the situations, which augments with the help of successful experiences as well as with the passage of time.

Moreover, the findings indicate that individuals, despite the availability of other sources of information such as IT and manuals, consult their human counterparts for help in performing their work tasks. This goes in line with [START_REF] Salancik | A social information processing approach to job attitudes and task design[END_REF]'s propositions that human beings are adaptive organisms which adapt to their environment with the help of their own capabilities as well as with the help of clues from their environment.

Please select the most appropriate option for the following questions. The options range from "Strongly Disagree" to Strongly Agree.

S.No Questions

Strongly Disagree

Disagree

Somewhat Disagree

Neither Agree Nor Disagree Somewhat Agree Agree Strongly Agree

1.

By joining with colleagues, I have a great deal of control over the things that happen to me. 2.

Working together with my colleagues, I can solve many of the problems I have.

3.

There is little I can do to change many of the important things in my life, even with the help of my colleagues. 4.

Working together with people close to me I can overcome most of the problems I have.

5.

What happens to me in the future mostly depends on my ability to work well with others. 6.

I can do just about anything I set my mind to do because I have the support of those close to me at work. 7.

With the help of those close to me at work I have more control over my work life.

8.

What happens to me in the future mostly depends on my being supported by colleagues. 9.

I can meet my work goals by helping others meet their work goals.

10.

Friends and colleagues at work mainly get in the way of my accomplishing work goals. 11.

I can make impromptu speeches even on topics about which I have almost no information. 12.

I guess I put on a show to impress or entertain others.

13. I would probably make a good actor.

Introduction

Si l'on observe l'interaction entre les êtres humains et les innovations au cours de l'histoire, il est évident que depuis des siècles, toutes les technologies de l'histoire de l'humanité se sont heurtées [START_REF] Sellberg | Technostress in the office: A distributed cognition perspective on human-technology interaction[END_REF]. Les coûts psychologiques des nouvelles technologies dans les organisations engendrent la gestion de plusieurs tâches à la fois, une boite mail surchargée, des problèmes de connectivité, etc. [START_REF] Chui | The social economy: Unlocking value and productivity through social technologies[END_REF]. Les attentes des équipes dirigeantes en matière d'amélioration des performances salariales grâce aux nouvelles technologies peuvent donc représenter un défi pour les employés qui doivent s'adapter en permanence aux nouvelles technologies [START_REF] Wang | Technostress under different organizational environments: An empirical investigation[END_REF]. En conséquence, les employés peuvent être sujets au stress. On observe qu'une incapacité à faire face à ce stress entraîne des conséquences négatives sur l'activité, ce qui annule les avantages tirés de l'utilisation de ces technologies [START_REF] Chandra | Does technostress inhibit employee innovation? Examining the linear and curvilinear influence of technostress creators[END_REF]. La méthode de collecte de données par enquête convient le mieux aux études qui impliquent de répondre à des questions de recherche de type « quoi » et « qui » [START_REF] Yin | Case study research: Design and methods[END_REF]. L'analyse des réseaux sociaux nécessite de recueillir des données d'au moins 80 % de l'ensemble du réseau pour obtenir des résultats fiables. Ainsi, le choix d'un grand établissement n'était pas envisageable car le manque de réponses aurait affecté la fiabilité des résultats. J'ai recueilli des données auprès de 218 employés issus de huit groupes différents d'organisations des secteurs public et privé au Pakistan.

Tous ces groupes ont été exposés à de nouveaux changements technologiques dans leurs tâches au travail.

Outil de recherche

Puisque nos objectifs de recherche comprenaient le développement d'un modèle de performance

  a été utilisée comme base de cette étude. La question de recherche abordée dans cette étude est la suivante : "Quelles sont les dynamiques de ressources et les préférences de réseau qui poussent les individus à s'ajuster au changement lors d'un changement organisationnel, et plus particulièrement lors d'une refonte technologique ?" Les réseaux sociaux des individus leur permettent d'accéder à des ressources telles que l'information et le soutien social, qui sont des déterminants clés des réponses d'un individu au changement. Cette étude a examiné la centralité du réseau, qui est une construction clé dans l'analyse des réseaux sociaux (SNA), et ses effets sur les comportements d'adaptation au changement individuel avec une référence spécifique aux comportements d'adaptation technologique. Le "Communal Mastery" a été étudiée comme un concept médiateur dans cette étude et le "Self-Monitoring" comme un concept modérateur dans la relation. Une étude longitudinale a été menée et deux vagues de données ont été recueillies auprès de 218 employés répartis dans huit groupes différents. Tous les groupes interrogés avaient été récemment confrontés à un changement technologique. Les données du réseau social ont été gérées dans une matrice Excel, et après avoir obtenu les scores de centralité, le modèle d'équation structurelle (SEM) est exécuté dans Smart PLS pour étudier la dynamique du réseau social et des caractéristiques individuelles pendant le changement organisationnel. Les résultats de l'étude révèlent que la centralité du réseau des individus a un impact positif sur leurs comportements d'adaptation à la technologie. De même, les scores de centralité de la plupart des premiers adaptateurs montrent une augmentation dans la deuxième vague de données, ce qui implique que le fait d'avoir réussi à surmonter des défis avec l'aide de ressources encourage les individus à obtenir davantage de ressources au fil du temps. Les limites possibles de cette étude comprennent l'appartenance de tous les répondants à la même culture, car les données ont été recueillies auprès d'employés au Pakistan. Cette limitation soulève la question de la généralisabilité. Une analyse comparative du même modèle dans les cultures collectiviste et individualiste pourrait révéler des dynamiques différentes. Mots clés : Network Centrality, Communal Mastery, Change Adaptive Behaviors, Self-Monitoring.

  1: Groupwise Distribution of the Sample ...................................................................................... Table 3-2: Genderwise Distribution of the Sample..................................................................................... Table 4-1: Confirmatory Tetrad Analysis for Communal Mastery ............................................................Table 4-2: Confirmatory Tetrad Analysis for Self-Monitoring .................................................................. Table 4-3: Factor Loadings of the Indicators .............................................................................................. Table 4-4: Cronbach's Alpha & Composite Reliability .............................................................................. Table 4-5: Average Variance Extracted for the Latent Constructs ............................................................. Table 4-6: Cross-Loadings .......................................................................................................................... Table 4-7: Discriminant Validity through Fornell & Larcker Criteria........................................................ Table 4-8: Discriminant Validity Through Hetero-Trait-Mono-Trait Ratio (HTMT) ................................ Table 4-9: Latent Variable Correlations ..................................................................................................... Table 4-10: Sets of Dependent & Independent Variables for VIF Assessment .......................................... Table 4-11: Collinearity Statistics............................................................................................................... Table 4-12: Path Coefficients for Hypothesized Relationships ................................................................ Table 4-13: R-Square (Coefficient of Determination) values for the latent constructs ............................ Table 4-14: F-Square (Effect Size) Values for the Hypothesized Relationships ...................................... Table 4-15: Q-Square Values for Latent Constructs ................................................................................. Table 4-16: Indirect Effects ...................................................................................................................... Table 4-17: Direct Effects ......................................................................................................................... Table 4-18: Invariance for Measurement Model ...................................................................................... Table 4-19: Multi-Group Analysis for the Structural Model .................................................................... Table 4-20: Paired Sample Mean & Standard Deviation Values .............................................................. Table 4-21: Paired Sample T-Test & Significance Values .......................................................................

Figure 1 .

 1 Figure 1.2: Explanatory Quadrant for Reactions to Change .......................................................................

  Figure 1.2: Explanatory Quadrant for Reactions to Change .......................................................................

Figure 2

 2 Figure 2.1: Research Model ........................................................................................................................

Figure 4 . 1 :

 41 Figure 4.1: Steps for data analysis in PLS SEM (Taken from Hair Jr et al 2014) ......................................

Figure 4

 4 Figure 4.2: Reflective & Formative Constructs Explained (Petter et al 2007) ...........................................

Figure 4 . 3 :

 43 Figure 4.3: Steps for Analysis of Longitudinal Data (Roemer, 2016) ........................................................

Figure 4

 4 Figure 4.4: Research Model with Indicators drawn in SmartPLS ..............................................................

Figure 4

 4 Figure 4.5: Instructions for Mediational Analysis (Zhao et al 2010) ........................................................

Figure 4

 4 Figure 4.6: Moderation Analysis at Time1 ...............................................................................................

Figure 4

 4 Figure 4.7: Moderation Analysis at Time2 ...............................................................................................

  , refers to the stress experienced by individuals while using information systems and could be studied in the context of individual choices of networks during technological change. To understand Individual Network Choices and their impact on change adaptive behaviors during organizational changes, specifically technological changes, I intend to address the following research question: Research Question: "What are the resource dynamics and network preferences that drive individuals to adjust to change during organizational change, and more specifically technological overhaul?"

  identifies three stages of change; the first stage includes unfreezing of the status quo, which may involve the communication of change, psychological safety, communicating the need for change, propagating driving forces for the change, and the removal of straining forces. During the second stage, which is the transition stage, and during which actual change takes place, behavioral efforts such as motivating the employees to accept change are taken place, and the movement of the target system to a new equilibrium is carried out. The last stage of refreezing refers to the enforcement of change to prevent change recipients' sticking behavior to the previous status quo.

1. 16

 16 Some Employee Responses to Change Discussed in Change Literature: Perceived outcome favorability of the change mediates the cognitive responses to change.

Figure 1

 1 Figure 1.1: Explanatory Quadrant for Reactions to Change

  tried to evaluate the influence of two salient network structural characteristics on Individual Adaptation to technological changes. Those salient characteristics included tie strength and Network Density. He found out that both tie strength and network density predicted individual adaptation to IT Induced change with a positive relationship. Chapter 3: Techno-Change in Organizations: Conservation of Resources (COR) Theory Perspective This chapter introduces Conservation of Resource Theory, its principles, corollaries, the concept of Resource Caravans & Resource Caravan Passageways, and the crossover of resources in the beginning. Afterward, the implementation of technological changes in the organizations and their impact on the mental health of change recipients is discussed with reference to the concept of technostress. Moreover, this chapter will discuss how individual stress and engagement act as an engine of action for the formation or termination of ties with social networks. It will comprehensively relate the implementation of technologies in organizations and the Conservation of Resources Theory. An overlook of how Conservation of Resources Theory relates to this study is provided later in the chapter. Afterward, based on the previous literature on our study variables, hypotheses are developed, and a research model is presented.

  ) described five forms of Technostress. The first among which is Technooverload which refers to enforcement of over and faster work patterns for the employees. Techno-Invasion refers to people's constant exposure with the technology so that they could be reachable at any time, which ultimately can be challenging for their work-family balance. Techno-Complexity concerns to the situations where technologies are so complex, that they require employees to devote more time and energy to understand the use of those technologies. Techno-Insecurity describes the situation where employees perceive threat of losing their jobs, and their replacement by those who adapt well to the technologies. Techno-Uncertainty refers to the continuous changing of technologies because of their short life cycles consequently resulting in outdating of employees' knowledge.[START_REF] Chandra | Does technostress inhibit employee innovation? Examining the linear and curvilinear influence of technostress creators[END_REF] explored how each techno-stressor affects individual job outcomes, by studying the influence of all five forms of technostress on individual ICT-enabled employee innovation. They found that techno-invasion and techno-complexity had an inverted U-Shaped relationship with ICT enabled employee innovation such that they were negatively related to ICT enabled employee innovation up to a certain point, and afterwards both techno-stressors were positively related to ICT enabled employee innovation.[START_REF] Srivastava | Technostress creators and job outcomes: Theorising the moderating influence of personality traits[END_REF] explored the influence of techno-stressors on job outcomes with respect to influence of the big five personality traits. They specifically evaluated Job Burnout and Job

  ) is augmented by the presence of contextual and individual resources. These resources enable individuals to cope with and adapt to the changing environment and cope with the change related stress. The presence of those individual and contextual resources predicts adaptive attitudes and behaviors consequently. During an organizational change employee adaptability implies that the individuals would be more vulnerable to resource gain than resource loss by virtue of their access and utilization of resources such as social support, information and mastery. These resources could be invested to gain more resources such as control over new technologies, obtention of new social contacts and better organizational positions. Those adaptable employees with plenty of resources may therefore welcome interventions requiring behavioral changes[START_REF] Van Den Heuvel | Adapting to change: The value of change information and meaning-making[END_REF].[START_REF] Griffin | A new model of work role performance: Positive behavior in uncertain and interdependent contexts[END_REF] defined adaptive behaviors as the degree to which a person adapts to change in a work environment or work roles. It is further characterized by pliable behavioral responses and has been related to employability as an important element of employability[START_REF] Fugate | Employability: A psycho-social construct, its dimensions, and applications[END_REF].Change Information, Meaning Making & Adaptive Behaviorsvan den[START_REF] Van Den Heuvel | Adapting to change: The value of change information and meaning-making[END_REF] in addressing their quest to explore the factors that boost employee adjustment to change, investigated the effects of presence of resources such as change information and meaning making on adaptive attitudes and behaviors over time.By including employee adaptability as a predictor for change adaptive behaviors, they argued that the employee adaptability would be operationalized by the presence of resources such as change information and meaning making. The former relates to the information related to change which is communicated to the recipients by their supervisors or other organizational channels while the latter refers to the psychological resourcefulness in terms of thoughtful actions which individuals undertake in order to create meanings for the events around. This helps increase employee willingness and openness to adapt to organizational change[START_REF] Van Den Heuvel | Does meaning-making help during organizational change? Development and validation of a new scale[END_REF]. They found that pre-change information was positively related to meaning making and change adaptive behaviors during change implementation. Change information which was provided during implementation predicted meaning making after change implementation. Meaning making was found to be a link between pre-change information and post implementation adaptive attitudes and adaptive behaviors. According to[START_REF] Greener | Unlearning with technology[END_REF], non-reinforcement of knowledge makes it fade away. Since we believe that once the individuals adapt to the new technology, the non-usage and non-application of previous ways of working fade away with the passage of time. The institutionalization of new technology, thus, will reinforce its use over time. Similarly, we argued

  Figure 3.1: Research Model

  of responses could affect the reliability of results. I collected data from 218 employees from eight different groups from Public and Private Sector organizations in Pakistan. All those groups were exposed to some new technological changes in their work patterns. The largest group comprised of 58 teachers in the Government Schools of an administrative unit in Punjab province of Pakistan. The second group comprised of 24 employees from a local pharmaceutical company. The third group comprised of 27 Assistant Education Officers of an administrative unit (Rajanpur) in Punjab. Similarly, the fourth group comprised of 27 Assistant Education Officers of another administrative (Mandi Bahauddin) unit in Punjab. Out of these 27 responses, only 25 were counted at Time 2 because 2 of the respondents had refused to reply to my social network question in second wave, which was the main component of my data. The fifth group comprised of 14 employees in a branch of Pakistani bank. The 6 th group comprised of 24 employees of a management consultancy firm. There were 27 employees of a Human Resource Management firm in the seventh group who do the recruitment service for United States based companies. The eighth group comprised of 19 employees from a public library in Balochstan.

  Pakistan, an overview of Pakistani culture and technological interventions are described below. 4.5 The Environmental Context of the Sample Born on 14 th of August 1947 and officially named as "Islamic Republic of Pakistan", Pakistan is located in South Asia with an area of 881,913 square kilometers, making it the 33 rd largest country in the world. The population of Pakistan is around 225 million which makes it the 5 th populous country. Along the Arabian Sea and the Gulf of Oman, Pakistan has a vast coastline of 1050 kilometers. Surrounded by China to the North-East, India to the East, Afghanistan to the West, and Iran to the South-West, Pakistan gains an importance for its Geo-Strategic Location.

  languages are spoken in Pakistan, the majority of which comprise Balochi, Pashto, insights about different countries includes Power Distance, Individualism, Masculinity, Uncertainty Avoidance, Long Term Orientation, and indulgence. According to ("Pakistan," n.d.) the Hofstede's insights about Pakistan, it stands exactly in the middle for the score of Power Distance. The concept of Power distance refers to the individuals' beliefs that the power is distributed unequally in their society. The individualism dimension refers to the issue of degree of interdependence maintained in a society by its members. It defines that the individuals either define themselves in terms of "I" or "We". A very low score of 14 in Individualism describes that Pakistan stands among the list of collectivist societies. Collectivist societies are characterized by loyalty, trust, and mutual care for other members. Similar to Power Distance, Pakistan's score in masculinity stands exactly in the middle i.e. 50 which cannot determine either Pakistani society stands in the list of more masculine societies or more feminine societies. Societies high in masculinity score are driven by the "best as successful" philosophy. For the feminine societies, it is the other way around. For uncertainty avoidance, this dimension refers to the degree to which the individuals of a society feel threatened by the ambiguous situations and avoid them to their most. Pakistan scoring 70 in this dimension stands very high in the uncertainty avoidance.

  needs of citizens. The Government of Pakistan is attempting to optimally utilize the limited resources to ensure an efficient GovTech setup by means of introducing Artificial Intelligence (AI) and technology. A slow adoption of technology prevails in Pakistani entities because of resistance to change and maintenance of status quo. The technology adoption varies from sector to sector and from governments to governments (Federal Govt & Provincial Govts). National Database Registration Authority for example, which is a Federal Government organization, has adopted the state of art technology to ensure an effective and efficient individual and family registration systems. Similarly, online applications and online vehicle registration system have been introduced recently. A remarkable attempt of the Govt of Pakistan has been the introduction of e-filing system which is an attempt to make paperless offices. The land record management system also has been digitalized in the province of Punjab. Pakistan Citizens Portal, which is initiated under the supervision of the Prime Minister of Pakistan, is an online platform where the citizens can submit their complaints about the public offices and the disputes among individuals and public sector organizations are promised to be resolved within 12 days. A skilled labor force is required to make an efficient use of technological interventions by Govt of Pakistan. Similarly, a technology adoption attitude is required by the Pakistani entities as well as individuals to make the best use of technology and compete for socio-economic development.

  They further argued that culture and technological adoption have reciprocal relationship with each other such that the use of technologies has an impact on the culture and vice versa. The Global Innovation Index ranks the countries' innovation capabilities based on roughly 80 indicators. According to the Global Innovation Index (Economic Trend Analysis | Economic Review 2021 | GII 2021, n.d.), Pakistan ranks 99 th among 132 countries in Global Innovation Index (GII). Being an emerging market in mobile phone usage, Pakistan consists of 75 percent population who use mobile phones. Still there are only a small portion of population (76.38 million out of 225 million) uses internet which makes it thirty five percent of the total population and only seventeen percent of those use social media. The major hurdles in adopting technologies include the lack of infrastructure and lack of access to internet (Iqbal & Campbell, 2021). Based upon the recent technological interventions and potential of Pakistan to grow in the field of information technology, we chose Pakistan as our sample.

Figure 4

 4 Figure 4.2: Reflective & Formative Constructs Explained[START_REF] Petter | Specifying formative constructs in information systems research[END_REF]

(

  2016) further characterized and suggested three ways of analyzing longitudinal data. He suggested that the first step should include determination of your research objectives that either you want to analyze changes in path coefficients, or changes in constructs themselves over time. The second step involves identifying the nature of your data in terms of longitudinal or repeated crosssectional. Longitudinal data is characterized by taking repeated measures from the same respondents in different periods of time. Similarly, the cross-sectional repeated data refers to the data that is taken from different groups of individuals over time. He suggested three types of models for PLS SEM for panel data: Evolution Model for Longitudinal data, Evolution Model for Repeated Cross-Sectional Data, and Change Model for Panel Data. The analysis methods described for each type of model are described in the Figure 4.3.

Figure 4 . 3 :

 43 Figure 4.3: Steps for Analysis of Longitudinal Data[START_REF] Roemer | A tutorial on the use of PLS path modeling in longitudinal studies[END_REF]

  Path coefficients analysis is done in order to assess the strength of different relationships between your different constructs by means of their higher or lower value, positivity or negativity of those values, and their significance. The significance and magnitude are assessed through the t-values and P-Values of the path coefficients between your latent constructs. The P-Values and T-Values are generated by running the structural model in smartPLS with bootstrapping. We did it in SmartPLS by bootstrapping 5000 subsamples and run the analysis. The detailed results with path coefficients, P-Values and T-Values are shown in the table 4-12.

Figure 4

 4 Figure 4.6: Moderation Analysis at Time1

  position of the individuals as well as their individual dispositions for adapting to technological changes. Moreover, the development of a context-specific performance model in the context of technological change was aimed to be achieved. Another objective of this study was to evaluate the evolution of actual behaviors (adaptive behaviors) of change recipients rather than their attitudes or intentions to a behavior. The results indicated that both the structural position of an individual and his personality characteristics help him behave in a specific context. Moreover, the interaction between the structural position of an individual and his personality traits generates different behaviors in different contexts. Broadly, individual social networks function as resource caravan passageways for them and help them perform efficiently in different contexts. These social networks provide individuals with valuable contextual resources such as information and social

  à l'opposition de ces derniers au commencement. Avec le temps, de nouvelles discussions font leur apparition sur ces technologies, et une relation confortable entre ces dernières et les êtres humains est finalement créée. Cette étude remet en question la notion de longue date de "surmonter la résistance au changement" et suggère que l'adaptation des technologies est un processus graduel dans les organisations, qui est destiné à rencontrer une résistance au départ. Cependant, les acteurs influents ont leur mot à dire pour faciliter la mise en oeuvre harmonieuse de ces technologies. Par conséquent, au lieu de surmonter la résistance au changement, qui est un phénomène naturel, l'identification des acteurs influents d'une organisation et le fait de s'adresser à eux pourraient être plus utiles pour la mise en place de nouvelles technologies. Pour atteindre une efficacité maximale, les organisations ont continuellement tendance à essayer de nouvelles technologies. Cependant, outre les avantages qu'elles procurent, ces technologies entraînent toujours d'éventuelles conséquences négatives se traduisant par un stress accru des utilisateurs pour s'adapter aux changements technologiques et d'une augmentation de leur charge de travail

  Cependant, les réseaux sociaux des individus dans les organisations leur donnent accès à des ressources telles que des connaissances techniques, des informations et un soutien social ; leur permettant de faire face au stress lié à l'utilisation de la technologie. Pour comprendre les choix de réseaux individuels et leur impact sur les comportements d'adaptation au changement pendant les transformations organisationnelles, plus précisément les changements technologiques, je tente d'apporter des éléments de réponse à la problématique suivante : « Quelles sont les dynamiques de ressources qui conduisent l'adaptation des individus au changement et leurs préférences de réseau pendant le changement organisationnel, spécifiquement le changement technologique ? » En utilisant la théorie de la conservation des ressources «Conservation of Resources» (COR) comme base de cette étude, nous avons examiné la centralité du réseau «Network Centrality», qui est une notion clé dans l'analyse des réseaux, et ses effets sur les comportements d'adaptation au changement individuel, avec une référence spécifique aux comportements d'adaptation technologique. La Maîtrise Commune «Communal Mastery» a été étudiée comme un concept médiateur dans cette étude et le «Self-Monitoring» comme un concept modérateur dans la relation. Méthodes Le choix d'une approche positiviste dans notre recherche nous conduit à opter pour une approche quantitative pour la collecte des données. La relation causale entre nos variables est mesurée au moyen de données statistiques. Notre quête d'analyse de l'adaptation individuelle à la technologie dans le temps nous fait choisir une structure de recherche quantitative longitudinale.

  spécifique au contexte et d'un modèle intégré de réseaux sociaux et de caractéristiques personnelles, nous avons choisi PLS-SEM comme outil de recherche pour notre modèle. De plus, la taille de l'échantillon de 218 est très proche du seuil minimum de 200 répondants, nous l'avons donc considéré comme un petit échantillon et avons choisi PLS-SEM plutôt que CB-SEM. Enfin, notre modèle comprend deux vagues de données avec un médiateur et un modérateur, ce qui en fait un modèle de recherche complexe, nous avons donc opté pour PLS-SEM. stressantes. Les résultats ont soutenu une médiation partielle de ladite relation, car il y avait un effet indirect (ß=0,114, P=0,07) au moment « Time1 » et (ß=0,07, P=0,004) au moment « Time2 ». La troisième hypothèse (H3) concernait l'institutionnalisation des nouvelles méthodes de travail et nous avons suggéré qu'une fois appris, les comportements adaptatifs au moment « Time1 » auront une influence positive sur les comportements adaptatifs au moment « Time2 ». Les résultats ont montré un impact positif (ß=0.229, P=0.001) des comportements adaptatifs « Time1 » sur les comportements adaptatifs « Time2 ». Les résultats étaient conformes aux suggestions de Greener (2016) selon lesquelles le non-renforcement d'une connaissance spécifique la fait s'estomper avec le temps. L'hypothèse suivante (H4) était que et le « Self-Monitoring » modérerait la relation positive entre la centralité du réseau et les comportements adaptatifs de changement. De manière surprenante, les résultats ont montré une relation négative (ß=-0.254, P=0.000) au moment « Time1 » et (ß=-0.157, P=0.001) au moment « Time2 ». Les coefficients de chemin négatifs avec une signification raisonnable ont mis en évidence des conclusions contraires. Ainsi, notre hypothèse de modération n'a pas été soutenue. Conclusion Les résultats indiquent que la position structurelle d'un individu et les caractéristiques liées à sa personnalité l'aident à se comporter dans un contexte spécifique. De plus, l'interaction entre la position structurelle d'un individu et ses traits de personnalité génère des comportements différents dans des contextes différents. De manière générale, les réseaux sociaux des individus fonctionnent comme des passages de ressources entre eux et leur permet d'adresser efficacement les différentes situations. Ces réseaux sociaux fournissent aux individus des ressources contextuelles précieuses telles que des informations et un soutien social et les aident à se comporter en conséquence. De plus, les résultats indiquaient que les individus, une fois qu'ils avaient profité des avantages liés aux passages de ressources, essayaient de les conserver et de les étendre pour obtenir des avantages futurs. En conséquence, cela les aide à construire un sentiment collectif de maîtrise en fonction des situations, qui s'accroît avec l'aide d'expériences réussies ainsi qu'avec le temps.

  Network analysis in broader sense is characterized by three levels of analysis: The Nodes, The Dyads, and the Networks. The node level studies evaluate an individual's standing in a social network and answer research questions such as "what the impact on an individual's performance could be if s/he has a greater number of friends or a greater number of rivals in a work environment". Dyad level of analysis measures pairwise relationships of two different nodes. Dyad level analysis is the basic unit of data collection in a network and addresses questions such as "what is the impact of having an advice tie on an individual's overall performance?". The networks level of analysis addresses research questions such as "what is the impact of network density, or network centrality on overall performance of a network of people?". It assesses the impact of overall structure of network on overall performance of the network.

Table 4 -

 4

	Frequency	Percent	Valid Percent	Cumulative Percent
	Teachers	58	26.6	26.6	26.6
	AEO's RP	27	12.4	12.4	39.0
	AEO's MBDIN	25	11.5	11.5	50.5
	Bank	14	6.4	6.4	56.9
	HRO	27	12.4	12.4	69.3
	MC	24	11.0	11.0	80.3
	Pharma	24	11.0	11.0	91.3
	Public Library	19	8.7	8.7	100.0
	Total	218	100.0	100.0

The official language of Pakistan is English, and the national language is Urdu. Other than those, more than 60 1: Groupwise Distribution of the Sample

  sector jobs is low. The mean age of the sample was 29.83 with a minimum age of 23 and a maximum age of 47. The standard deviation was 3.821.

	Gender Frequency	Percent	Valid Percent Cumulative Percent
	Male	197	90.4	90.4	90.4
	Female	21	9.6	9.6	100.0
	Total	218	100.0	100.0
		Table 4-2: Genderwise Distribution of the Sample

Table 4 -

 4 3: Confirmatory Tetrad Analysis for Communal MasterySimilarly for the construct of Self-Monitoring, there were 8 indicators and the number of tetrads was 20 out of which none had a significance value above 0.05 and zero existed between all the upper and lower confidence intervals. The results are shown in the table 4-2.

	SelfM1	Original Sample (O)	Sample Mean (M)	Standard Deviation (STDEV)	T Statistics (|O/STDEV|)	P Values	CI Low CI Up
	1:SM1,HSM2,HSM3,HSM4	0.011	0.014	0.126	0.087	0.93	-0.24	0.256
	2:SM1,HSM2,HSM4,HSM3	0.012	0.01	0.122	0.096	0.923 -0.225	0.252
	4:SM1,HSM2,HSM3,HSM5	-0.007	-0.003	0.123	0.055	0.956 -0.251	0.23
	6:SM1,HSM3,HSM5,HSM2	0.092	0.085	0.122	0.753	0.452 -0.14	0.337
	7:SM1,HSM2,HSM3,HSM6	-0.061	-0.059	0.13	0.471	0.638 -0.319	0.191
	10:SM1,HSM2,HSM3,HSM7 -0.16	-0.155	0.135	1.183	0.237 -0.431	0.1
	13:SM1,HSM2,HSM3,HSM8 0.028	0.027	0.111	0.248	0.804 -0.19	0.246
	17:SM1,HSM2,HSM5,HSM4 0.149	0.145	0.128	1.169	0.242 -0.097	0.405
	23:SM1,HSM2,HSM7,HSM4 0.114	0.112	0.133	0.856	0.392 -0.145	0.377
	26:SM1,HSM2,HSM8,HSM4 0.068	0.065	0.133	0.508	0.612 -0.191	0.332
	30:SM1,HSM5,HSM6,HSM2 -0.015	-0.014	0.118	0.128	0.898 -0.248	0.215
	33:SM1,HSM5,HSM7,HSM2 0.026	0.028	0.117	0.225	0.822 -0.205	0.255
	42:SM1,HSM6,HSM8,HSM2 -0.156	-0.154	0.117	1.334	0.182 -0.387	0.071
	73:SM1,HSM3,HSM7,HSM8 0.117	0.115	0.128	0.912	0.362 -0.133	0.371
	85:SM1,HSM4,HSM6,HSM7 -0.034	-0.032	0.111	0.301	0.763 -0.253	0.183
	97:SM1,HSM5,HSM6,HSM8 -0.037	-0.036	0.117	0.314	0.754 -0.266	0.191
	100:SM1,HSM5,HSM7,HSM8 0	0.003	0.131	0.001	0.999 -0.26	0.255
	110:SM2,HSM3,HSM6,HSM4 0.042	0.042	0.131	0.32	0.749 -0.215	0.298
	121:SM2,HSM3,HSM5,HSM7 0.161	0.162	0.129	1.249	0.212 -0.092	0.415
	156:SM2,HSM6,HSM7,HSM5 0.095	0.095	0.118	0.803	0.422 -0.137	0.328

Table 4

 4

	-4: Confirmatory Tetrad Analysis for Self-Monitoring

  Table No. 4-3 shows the results of Factor Loadings for all latent variables except Network Centrality because it was one item construct.

	Variable	Indicators	Factor	Sample	Standard	P
			Loading	Mean	Deviation	Values
		AB1	0.797	0.797	0.025
	AdapB1	AB2	0.787	0.786	0.028
		AB3	0.801	0.8	0.026
		CM1	0.663	0.661	0.04
		CM2	0.801	0.801	0.026
		CM3	0.778	0.778	0.027
		CM4	0.741	0.74	0.03
	ComM1	CM5 CM6	0.785 0.67	0.785 0.669	0.027 0.042
		CM7	0.664	0.663	0.042
		CM8	0.648	0.646	0.044
		CM9	0.78	0.778	0.029
		CM10	0.8	0.8	0.026
		HSM1	0.77	0.769	0.028
		HSM2	0.778	0.777	0.029
	SelfM1	HSM3 HSM4	0.745 0.721	0.744 0.719	0.029 0.037
		HSM5	0.776	0.775	0.029
		HSM6	0.767	0.766	0.03
		HSM7	0.741	0.74	0.033
		HSM8	0.801	0.8	0.024
		AB1(2)	0.828	0.828	0.022
	AdapB2	AB2(2)	0.827	0.824	0.026
		AB3(2)	0.852	0.852	0.017
		CM1(2)	0.705	0.703	0.035
		CM2(2)	0.742	0.742	0.029
		CM3(2)	0.688	0.686	0.038
	ComM2	CM4(2) CM5(2)	0.726 0.741	0.724 0.741	0.031 0.027
		CM6(2)	0.66	0.657	0.046
		CM7(2)	0.699	0.697	0.036
		CM8(2)	0.67	0.668	0.039
		CM9(2)	0.706	0.704	0.034
		CM10(2)	0.738	0.735	0.037
		HSM1(2)	0.757	0.757	0.027
		HSM2(2)	0.79	0.79	0.025
		HSM3(2)	0.728	0.727	0.029
	SelfM2	HSM4(2) HSM5(2)	0.731 0.755	0.73 0.754	0.033 0.031
		HSM6(2)	0.791	0.789	0.027
		HSM7(2)	0.75	0.748	0.03
		HSM8(2)	0.783	0.782	0.026

Table 4 -

 4 5: Factor Loadings of the IndicatorsAfter assessing the reliability of a model, the next step in PLS Analysis to assess the validity of all constructs. Two types of validity -Convergent and Discriminant validity are assessed in PLS.

  Table below shows the factor loadings of each indicator of all our variables in their own, as well as other latent constructs. The

	Variables	Average Variance Extracted (AVE)
	AdapB1	0.632
	ComM1	0.541
	SelfM1	0.582
	AdapB2	0.699
	ComM2	0.501
	SelfM2	0.579
	Table 4-7: Average Variance Extracted for the Latent Constructs

Table 4

 4

	-9: Discriminant Validity through Fornell & Larcker Criteria
	4

.27 Hetero-Trait-Mono-Trait Ratio (HTMT)

.28 Descriptive Statistics & Correlations The

  Table No.4-8 below shows the results of HTMT Ratio next stage in measurement model was to specify descriptive statistics i.e. means & standarddeviations, and latent variable correlations. The descriptive statistics and correlations were calculated using both SmartPLS and SPSS. There were only minute differences (negligible) in the calculations of SmartPLS and SPSS. There were four variables in this study which were Network Centrality, Communal Mastery, Self -Monitoring, and Adaptive Behaviors. Since the data collected was longitudinal, total number of variables for descriptive statistics and correlations was eight. The significance levels at 0.01 (two-tailed) are represented by **. In our independent variables, Network Centrality has a significant relationship with all the dependent variables H4: Self-Monitoring will moderate the positive relationship between Network Centrality and Adaptive Behaviors such that the people high in self-monitoring will demonstrate higher adaptive behaviors than the people low in self-monitoring.

	AdapB1 AdapB2 0.866 Centrality T1 0.766 AdapB1 AdapB2 0.57 Centrality T2 0.724 0.612 ComM1 0.793 0.62 ComM2 0.692 0.775 SelfM1 0.842 0.724 SelfM2 0.544 0.568 Table 4-10: Discriminant Validity Through Hetero-Trait-Mono-Trait Ratio (HTMT) Centrality T1 Centrality T2 ComM1 ComM2 SelfM1 SelfM2 0.89 0.656 0.649 0.557 0.551 0.646 0.643 0.569 0.739 0.597 0.289 0.205 0.314 0.534 0.7 following steps. 1. Assessment of Collinearity Issues/ Inner Variance Inflation Factors among the latent variables. 2. Path Coefficients Assessment through Bootstrapping. 3. Assessment of R Square values (Coefficient of determination) which indicates the variation in endogenous variables caused by exogenous variables. 4. Assessment of Effect Sizes (F-Square) values to analyse the strength of relationships among different variables. 5. Assessment of Predictive Capabilities of your model (Q-Square) through blindfolding 4The process of assessment of structural model as described by Hair Jr et al (2021) involves the procedure.
	6. Analysis of Mediating and Moderating Effects

  Thus there was no major multicollinearity issue in our model. The results are shown in the table 4-11.

		SelfM1	.295	3.394
	Set4 Dependent Variable ComM2	SelfM2 AdapB1 AdapB2 Cent1 Cent2	.519 .385 .470 .176 .182	1.927 2.595 2.126 5.694 5.494
		ComM1	.425	2.352
		SelfM2	.656	1.525
	Set5	AdapB1	.394	2.536
	Dependent	AdapB2	.423	2.362
	Variable	Cent1	.181	5.515
	SelfM1	Cent2	.182	5.483
		ComM1	.467	2.141
		ComM2	.458	2.185
		AdapB1	.388	2.580
	Set6	AdapB2	.417	2.401
	Dependent	Cent1	.175	5.730
	Variable	Cent2	.187	5.337
	SelfM2	ComM1	.418	2.393
		ComM2	.490	2.041
		SelfM1	Collinearity Statistics .398 2.510
		AdapB2	Tolerance .449	VIF 2.227
	Set1 Dependent Variable Cent1 Set7 Dependent Variable AdapB1	Cent2 ComM1 ComM2 SelfM1 SelfM2 Cent1 Cent2 ComM1 ComM2 SelfM1	.481 .387 .450 .299 .473 .180 .182 .402 .447 .294	2.079 2.585 2.224 3.345 2.112 5.562 5.501 2.491 2.238 3.397
		AdapB1 SelfM2	.397 .476	2.518 2.100
		AdapB2 Cent1	.427 .181	2.343 5.539
	Set2 Dependent Variable Set8 Dependent Variable AdapB2 Cent2	ComM1 ComM2 SelfM1 SelfM2 AdapB1 Cent2 ComM1 ComM2 SelfM1 SelfM2 AdapB2 AdapB1	.392 .447 .192 .289 .388 .488 .509 .385 .295 .478 .436 .419	2.552 5.203 2.235 2.578 3.466 1.963 2.050 3.388 2.595 2.092 2.293 2.384
		Cent1 Table 4-13: Collinearity Statistics .462	2.166
		ComM2	.491	2.036
	Set3	SelfM1	.347	2.879
	Dependent	SelfM2	.511	1.955
	Variable	AdapB1	.400	2.500
	ComM1	AdapB2	.414	2.418
		Cent1	.174	5.731
		Cent2	.184	5.429

.34 F-Squares (Effect Size)

		R Square	R Square Adjusted
	AdapB1	0.599	0.592
	ComM1	0.39	0.388
	AdapB2	0.592	0.582
	Centrality T2	0.792	0.791
	ComM2	0.39	0.385
	SelfM2	0.396	0.393
	Table 4-15: R-Square (Coefficient of Determination) values for the latent constructs
	4

Table 4

 4

	-20: Invariance for Measurement Model
	4.41.

2 Multi-Group Analysis for the Structural Model

  table 4-19.

	Path Coefficients	Path Coefficients	P-Values for
		Difference	Difference
	Centrality -> Adaptive Behavior	0.125	0.166
	Centrality -> Communal Mastery	0.099	0.105
	Communal Mastery -> Adaptive Behavior	-0.138	0.253
	Moderating Effect 1 -> Adaptive Behavior	-0.042	0.612
	Self -Monitoring -> Adaptive Behavior	-0.087	0.379

Table 4 -

 4 21: Multi-Group Analysis for the Structural Model

Table 4 -

 4 Change in self-monitoring construct was from 4.7 to 4.8 with a significance value of 0.093. The detailed results of Mean Scores and Standard Deviations of all our constructs are given in the table 4-20. After this, the table 4-21 shows the results of our Paired Sample T-Test. 22: Paired Sample Mean & Standard Deviation Values significant. Surprisingly, we found negative and significant moderating relationship of the selfmonitoring in explaining the relationship between Network Centrality and Adaptive Behaviors.

			Paired Samples Statistics
		Mean	N		Std. Deviation	Std. Error Mean
	Pair 1	OCENT1 OCENT2	.18670 .24593	218 218	.08273 .10739	.00560 .00727
	Pair 2	ComM1 ComM2	4.8872 4.9087	218 218	.92980 .86374	.06297 .05850
	Pair 3	AdapB1 AdapB2	4.8180 5.2951	218 218	.90514 1.03055	.06130 .06980
	Pair 4	SelfM1 SelfM2	4.7144 4.8171	218 218	1.04907 1.02883	.07105 .06968

Managing Change Through Resistance: A Network Dynamics Model for Adaptation to Techno-Change

Managing Change Through Resistance: A Network Dynamics Model for Adaptation to Techno-Change

ACKNOWLEDGEMENTS

I owe a great deal of acknowledgement to a huge list of people, because I consider this work not a solo success but a contribution of a lot of people in my academic as well as personal life.

impact on interpretation of change as controllable, and Communal Mastery in other words is a form of Self Efficacy, we hypothesize that, H2a: Communal Mastery would positively influence individual change adaptive behaviors.

A successful experience of coping with an IT-induced change makes individuals perceive themselves as more resourceful in cognitive and emotional terms and increases their self-efficacy [START_REF] Swanson | Knowing why and how to innovate with packaged business software[END_REF]. Self-efficacy has been identified as one of the most crucial predictors for adjustment to technological changes [START_REF] Compeau | Social cognitive theory and individual reactions to computing technology: A longitudinal study[END_REF]. Since Communal Mastery is a representation of individual self-efficacy by virtue of being connected with others, we predict that the adaptive behaviors with the help of Communal Mastery will lead to higher levels of Communal Mastery in future. Therefore, we hypothesize that: H2b: Communal Mastery at T1 will positively influence the Communal Mastery at T2 because of the perceived advantages attached to it.

We hypothesized that both network centrality and communal mastery positively influence individual adaptive behaviors. Similarly, based upon the previous discussion in the literature, selfefficacy mediates the relationship between network centrality and perceived controllability about change, we hypothesize that H2c: Communal Mastery would mediate the relationship between Network Centrality and Change Adaptive Behaviors at both Time1 and Time2.

Adaptive Behaviors

Employee adaptability is conceptualized by the ability to change, by the ability to manage transformations and by the ability to cope with the stress related to change [START_REF] Savickas | Career adaptability: An integrative construct for life-span, life-space theory[END_REF] Again, having a score of 50 in this dimension, Pakistan's standing cannot be determined as it is the exact intermediate score.

The degree to which people strive to control their emotions, desires, depending upon their upbringing. The weak and strong control are referred to as "indulgence" or "restraining" respectively. With a score of zero, Pakistan stands very low in indulgence and stands in the list of restraining societies.

Technological Interventions in Pakistan:

The vision of Pakistan in Information Technology is to setup an expedited digitization ecosystem in order to jeopardize socio-economic development and boost knowledge-based economy for sustainable economic growth. A huge number of 10000 software houses and call centers in Pakistan are now providing services to their clients in Pakistan and across the globe. According to Global Gig Economy Index (Payoneer | The Global Gig-Economy Index, n.d.), Pakistan stands on the 4 th number in popularity in freelancing. According to [START_REF] Baller | The Global Information Technology Report 2016: Innovating in the Digital Economy[END_REF], Pakistan was ranked as the most affordable Information and Communication Technology (ICT) service provider. The experts in the sector of information technology anticipate that the IT sector of Pakistan has a great potential of becoming the highest foreign exchange earning sector of Pakistan (MINISTRY OF INFORMATION TECHNOLOGY & TELECOMMUNICATION, n.d.).

GovTech Interventions:

As the name suggests, GovTech refers to the efforts put by governments in order to digitize public administration by means of introduction of new technologies. The GovTech interventions are aimed to improve the performance of public sector in terms of enhanced responsiveness to the

Research Technique

The common method used to analyze causal relationships between latent variables is Structural Equation Modeling (SEM). A combination of statistical data and assumptions of qualitative causal relationships are used by Structural Equation Modeling in order to do so. SEM is an inferential technique in which theory driven models are tested. Using this technique, the concepts are modeled as latent or unobserved constructs, which are measured through some variables popularly known as indicators, items or manifest variables (W. Chin, 1998). These indicators could be formative as well as reflective. It has widely been used in the validation of instruments and testing of linkages between different constructs [START_REF] Henseler | The use of partial least squares path modeling in international marketing[END_REF]. According to [START_REF] Weston | A brief guide to structural equation modeling[END_REF], SEM is an hybrid method which performs factor and path analysis simultaneously. Means it can perform factor analysis by providing inter-relationship among observed variables and test hypothesis about relationships between different constructs. The former is called as measurement model and the latter is known as structural model in this technique. For this study, we had the established scales of all our constructs, and we had to test our hypothesis through path analysis, so we chose to perform structural equation modeling as our research technique. Both factor analysis and path analysis were conducted through Structural Equation Modeling (SEM).

Research Tool Used to Perform Structural Equation Modeling

Two types of SEM, Co-Variance based SEM (CB-SEM) and Partial Least Squares SEM (PLS-SEM) are widely used in Structural Equation Modeling (W. W. [START_REF] Chin | How to write up and report PLS analyses[END_REF]. Both are differentiated in their approach for statistical assumptions as well as their produced fit statistics' nature. Although there are both conflicting and complementary arguments among proponents of

Part 2: Data Analysis & Results

Hair Jr et al (2014) suggest that the analysis of structural equation models should be conducted [START_REF] Jarvis | A critical review of construct indicators and measurement model misspecification in marketing and consumer research[END_REF]. In a SEM Model, the reflective constructs have indicators that are directed by the construct. i.e a variation in construct would cause a variation in the indicators. In formative constructs, it's the other way around. Similarly, when drawing Structural Equation Models, the arrows are pointed to the indicators from latent variables for reflective constructs while in formative constructs, the arrows are pointed to the construct from indicators. A consistency in the reflective indicators represents a high level of validity that all the indicators equally measure a particular latent variable [START_REF] Petter | Specifying formative constructs in information systems research[END_REF]. Figure 4.2 explains the difference between formative and reflective constructs which is actually adapted from [START_REF] Petter | Specifying formative constructs in information systems research[END_REF]. A confirmatory tetrad analysis (CTA) was conducted in order to specify the nature of constructs either as reflective or formative.

Internal Consistency Reliability

For a research model to be analyzed properly, the constructs should have a consistency in their measurement. A traditional method of measuring internal consistency has been the use of Cronbach's Alpha. A high value of Cronbach Alpha usually can be interpreted as all the indicators of a constructs have the same meaning. The reliability through Cronbach's Alpha is calculated by measuring the inter-indicator correlations. However, sometimes it is considered as a misleading measure of internal consistency because it does not consider the actual factor loadings. Instead, Composite Reliability is considered to be more accurate measure for internal consistency (W. W. Chin, 1998). i.e. both Cronbach's Alpha and Composite Reliability measure internal consistency but Composite Reliability takes into account different factor loadings of indicators. However, whichever the method is used to calculate internal consistency reliability, the rule of thumb for reliability values should be over 0.7 for initial stages data collection, and 0.8 or above in the later stages (in case of longitudinal data). The values below 0.6 show an inconsistency in the data [START_REF] Nunnally | Psychometric theory 3E[END_REF]. A reliability scores more than 0.95 shows issues of non-normality of data.

In this study, we calculated both Cronbach's Alpha and Composite Reliability for all our variables except Network Centrality which is one item construct (and it was calculated in Excel). The reliability values for all our constructs showed values greater than 0.7. Results are shown in

Indirect Effect

For the mediation analysis, the first step involved was to assess if there is an indirect effect of our independent variable on our dependent variable or not.

Direct Effect

After making sure that the Indirect relationship exists and is significant, the next step was to see if the direct effect is significant or not. Using SmartPLS, we checked for the Direct effect, which was significant at both Time1 & Time2. This chapter will briefly discuss the results of each of hour hypothesis in the beginning. Moreover, it will relate the study findings with current theory and body of knowledge. Afterwards, the implications of the study for theory and for practice are discussed in detail. Along with that, the limitations of the study and future directions are described. The last part of this chapter will conclude this thesis with reference to the Conservation of Resources (COR) Theory.

Latent

Discussion on Results of Empirical Study

The research objectives of this study were to integrate social network and individual characteristics and to develop a context specific model of performance in the context of organizational change.

The reason behind examining the adaptive behaviors instead of attitudes was to assess whether the recipients adapted well to the technological changes. Moreover, the choice of assessing Adaptive

Behaviors was made because it is more humane and less materialistic as compared to the assessment of adjustment to change or change acceptance which only represent corporate benefit and ignore human factor.

The research question which was aimed to be addressed in this study was about the resource dynamics which could drive individual adjustment to technological changes, as well as individual network choices and preferences during organizational change. We hypothesized in this study that the individuals having central positions in a network will adapt to the changes more easily as compared to their peripheral counterparts. Similarly, we hypothesized that this relationship would be mediated by Communal Mastery which is a potential form of self-efficacy. We also tested if the self-monitoring would moderate this relationship or not. The moderation was tested to assess if people's being, or pretending to be flexible in social environment helps them perform well in actual situations as well or not. Moreover, we expected that the high self-monitoring individuals, because of their chameleon like character, would at least pretend that they have adapted to the organizational changes well.

The results suggested that network centrality has a positive impact on individual communal mastery and change adaptive behaviors both during T1 and T2. Similarly, for the mediational hypotheses, the results proposed partial mediation as both the direct and indirect relationships were

Similarly, the change in the self-monitoring was non-significant as well. We again go with the idea that there was more likelihood of perceiving self-monitoring as hypocrisy and the misperception about the construct might have shown the same results at both T1 and T2.

Theoretical Contributions

This study has potential contributions to both academia and managers. In Festinger, L. (1954). A theory of social comparison processes. Human Relations, 7(2), 117-140.

Fligstein, N. (1985). The spread of the multidivisional form among large firms, 1919-1979.

American Sociological Review, 377-391.

Flynn, F. J., Reagans, R. E., Amanatullah, E. T., & Ames, D. R. (2006). Helping one's way to the top: Self-monitors achieve status by helping others and knowing who helps whom. Journal of Personality and Social Psychology,91(6), 1123.

Annexures Survey Questionnaire for Academic Research

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