Concept Mapping
TABS (Simple) view - All 57 survey items with construct mappings, variable names, scales, QIDs, and theoretical grounding.
57 of 57 items
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| Section / Primary Construct | Sub-Construct / Grouping | Survey Item (Question Text) | Measurement Objective | Item Code / Variable Name | Theoretical Grounding (Source) | APA Citation (Full) |
|---|---|---|---|---|---|---|
| Section A: Demographics | Role & Organization Demographics | What is your primary C-suite role (or equivalent senior leadership role in a government/public sector organization) with… | Respondent's senior leadership position and functional area. | A1 / Demo_Role | N/A (Demographic) | N/A |
| Section A: Demographics | Role & Organization Demographics | How would you describe your level of involvement in strategic technology adoption decisions at your organization? | Respondent's level of involvement in strategic technology adoption decisions. | A1b / Demo_DecisionAuth | Rogers (2003) - Innovation-Decision Types (Optional, Collective, Authority) | Rogers, E. M. (2003). Diffusion of innovations (5th ed.). Free Press. |
| Section A: Demographics | Role & Organization Demographics | What is the primary industry of your organization? | Primary industry sector of the organization. | A2 / Demo_Industry | N/A (Demographic) | N/A |
| Section A: Demographics | Role & Organization Demographics | What is the approximate number of employees in your organization globally? | Organization size by global employee count. | A3 / Demo_OrgSize_Employees | N/A (Demographic) | N/A |
| Section A: Demographics | Role & Organization Demographics | What is your organization's primary profit model? | For-Profit, Non-Profit, or Government/Public Sector classification. | A4 / Demo_ProfitModel | N/A (Demographic) | N/A |
| Section A: Demographics | Role & Organization Demographics | What was your organization's approximate annual revenue (or annual operating budget for government/public sector) in the… | Annual revenue or operating budget range. | A5 / Demo_AnnualRevenue_Budget | N/A (Demographic) | N/A |
| Section A: Demographics | Role & Organization Demographics | What was your personal area of responsibilities approximate annual operating budget in the last fiscal year? | Respondent's personal area operating budget range. | A6 / Demo_PersonalBudget | N/A (Demographic) | N/A |
| Section A: Demographics | Role & Organization Demographics | What is your organization's primary geographic area of operations? | Primary geographic area of operations (U.S. vs. International). | A7 / Demo_GeoArea | N/A (Demographic) | N/A |
| Section A: Demographics | Role & Organization Demographics | What is your organization's primary geographic scale of operations? | Geographic scale of operations (Local to International). | A8 / Demo_GeoScale | N/A (Demographic) | N/A |
| Section B: Perceived Technology Adoption Barriers | Organizational & Cultural Resistance | Resistance to change among employees or middle management. | Severity of employee/middle management resistance to adopting new technologies. | B1 / Barrier_ResistChangeEmp | Kotter (1995); Tornatzky & Fleischer (1990) | Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67. || Tornatz… |
| Section B: Perceived Technology Adoption Barriers | Strategic & Operational Challenges | Lack of support or clear vision from top leadership (including the board, e.g., governing body, oversight committee). | Severity of lack of top leadership support or clear technology vision. | B2 / Barrier_LackLeadershipSupport | Kotter (1995); Jeyaraj et al. (2006) | Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67. || Jeyaraj… |
| Section B: Perceived Technology Adoption Barriers | Organizational & Cultural Resistance | Organizational culture that discourages risk-taking or experimentation with new technologies. | Severity of risk-averse organizational culture as a technology adoption barrier. | B3 / Barrier_CultureRiskAverse | Hofstede (1980); Cameron & Quinn (2006) | Hofstede, G. (1980). Culture's consequences: International differences in work-related values. Sage Publications. || Cam… |
| Section B: Perceived Technology Adoption Barriers | Resource & Skill Deficiencies | Insufficient skills or expertise within the workforce to utilize new technologies effectively. | Severity of workforce skills/expertise gap for utilizing new technologies. | B4 / Barrier_LackSkillsExpertise | Davis (1989); Venkatesh et al. (2003) | Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Qua… |
| Section B: Perceived Technology Adoption Barriers | Resource & Skill Deficiencies | Inadequate training programs for new technologies. | Severity of inadequate technology training programs as a barrier. | B5 / Barrier_InadequateTraining | Rogers (2003); Venkatesh et al. (2003) | Rogers, E. M. (2003). Diffusion of innovations (5th ed.). Free Press. || Venkatesh, V., Morris, M. G., Davis, G. B., & D… |
| Section B: Perceived Technology Adoption Barriers | Resource & Skill Deficiencies | High cost associated with acquiring or implementing new technologies. | Severity of high costs associated with technology acquisition and implementation. | B6 / Barrier_HighCost | Tornatzky & Fleischer (1990); Zhu et al. (2006) | Tornatzky, L. G., & Fleischer, M. (1990). The processes of technological innovation. Lexington Books. || Zhu, K., Kraeme… |
| Section B: Perceived Technology Adoption Barriers | Strategic & Operational Challenges | Difficulty integrating new technologies with existing legacy systems. | Severity of legacy system integration challenges. | B7 / Barrier_IntegrationDiff | Ross et al. (2006); Weill & Ross (2004) | Ross, J. W., Weill, P., & Robertson, D. C. (2014). Enterprise architecture as strategy: Creating a foundation for busine… |
| Section B: Perceived Technology Adoption Barriers | Resource & Skill Deficiencies | Inadequate IT infrastructure (e.g., network, storage, computing power) to support new technologies. | Severity of inadequate IT infrastructure (network, storage, computing) as a barrier. | B8 / Barrier_InadequateInfra | Weill & Ross (2004); Zhu et al. (2006) | Weill, P., & Ross, J. W. (2004). IT governance: How top performers manage IT decision rights for superior results. Harva… |
| Section B: Perceived Technology Adoption Barriers | Strategic & Operational Challenges | Difficulty demonstrating clear value (e.g., mission impact, public value, cost-effectiveness) for new technology investm… | Severity of difficulty demonstrating clear value for technology investments. | B9 / Barrier_ValueDemoDiff | DeLone & McLean (2003); Brynjolfsson (1993) | DeLone, W. H., & McLean, E. R. (2003). The DeLone and McLean model of information systems success: A ten-year update. Jo… |
| Section B: Perceived Technology Adoption Barriers | Strategic & Operational Challenges | Lack of a clear strategy or roadmap for technology adoption. | Severity of lacking a clear technology adoption strategy or roadmap. | B10 / Barrier_LackStrategy | Henderson & Venkatraman (1993); Ross et al. (2006) | Henderson, J. C., & Venkatraman, N. (1993). Strategic alignment: Leveraging information technology for transforming orga… |
| Section B: Perceived Technology Adoption Barriers | Strategic & Operational Challenges | Insufficient governance processes for selecting and managing new technologies. | Severity of insufficient technology governance processes. | B11 / Barrier_LackGovernance | Weill & Ross (2004); COBIT (ISACA) | Weill, P., & Ross, J. W. (2004). IT governance: How top performers manage IT decision rights for superior results. Harva… |
| Section B: Perceived Technology Adoption Barriers | Strategic & Operational Challenges | New technologies disrupting existing workflows or processes significantly. | Severity of workflow/process disruption from new technology adoption. | B12 / Barrier_WorkflowDisrupt | Davenport (1993); Hammer & Champy (1993) | Davenport, T. H. (1993). Process innovation: Reengineering work through information technology. Harvard Business School … |
| Section B: Perceived Technology Adoption Barriers | Risk, Trust, & External Factors | Concerns about cybersecurity risks associated with new technologies. | Severity of cybersecurity risk concerns as a technology adoption barrier. | B13 / Barrier_CyberRisk | NIST CSF; ISO 27001 | National Institute of Standards and Technology. (2024). NIST Cybersecurity Framework (CSF) 2.0 (NIST CSWP 29). U.S. Depa… |
| Section B: Perceived Technology Adoption Barriers | Risk, Trust, & External Factors | Concerns about data privacy compliance related to new technologies. | Severity of data privacy compliance concerns as a technology adoption barrier. | B14 / Barrier_PrivacyRisk | GDPR frameworks; NIST Privacy Framework | European Parliament & Council of the European Union. (2016). Regulation (EU) 2016/679 of the European Parliament and of … |
| Section B: Perceived Technology Adoption Barriers | Risk, Trust, & External Factors | Lack of trust in the reliability or performance of new technologies or vendors. | Severity of lack of trust in technology/vendor reliability. | B15 / Barrier_LackTrustTechVendor | Mayer et al. (1995); Gefen et al. (2003) | Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Manageme… |
| Section B: Perceived Technology Adoption Barriers | Risk, Trust, & External Factors | Uncertainty or complexity related to regulatory requirements. | Severity of regulatory uncertainty or complexity as a barrier. | B16 / Barrier_RegulatoryUncertain | North (1990); Blind (2012) | North, D. C. (1990). Institutions, institutional change and economic performance. Cambridge University Press. || Blind, … |
| Section B: Perceived Technology Adoption Barriers | Risk, Trust, & External Factors | Pressure to adopt technology due to external factors (e.g., mandates, public expectations, peer agency actions), without… | Severity of external pressures to adopt technology without adequate readiness. | B17 / Barrier_ExternalPressure | DiMaggio & Powell (1983); Scott (2001) | DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality i… |
| Section B: Perceived Technology Adoption Barriers | Risk, Trust, & External Factors | Difficulty finding reliable technology vendors or partners. | Severity of difficulty finding reliable technology vendors or partners. | B18 / Barrier_VendorDiff | Lacity & Willcocks (2012) | Lacity, M. C., & Willcocks, L. P. (2012). Advanced outsourcing practice: Rethinking ITO, BPO, and cloud services. Palgra… |
| Section B: Perceived Technology Adoption Barriers | Top 3 Barrier Selection | Of all the barriers listed above, which THREE are the most significant barriers your organization currently faces? (Sele… | Identify top 3 most significant barriers via forced-choice selection from all 18 barrier items. | B_Top3 / Barrier_Top3Select | Integrated TABS Framework (Moyer, 2025) | Moyer, C. (2025). Technology Adoption Barriers Survey (TABS): An integrated framework for measuring barriers, readiness,… |
| Section B: Attention Check | Data Quality Control | The degree to which internal communication gaps slow adoption efforts (select Major Barrier for this item). | Attention/validity check embedded in barrier severity matrix (instructed-response item). | B_AC / Barrier_AttentionCheck | Survey methodology best practice (IRI) | N/A |
| Section C: Perceived Organizational Technology Readiness | Strategic Leadership & Governance | Clarity and communication of the leadership's vision for technology adoption and digital transformation. | Readiness: clarity/communication of leadership's technology vision. | C1 / Ready_LeaderVisionClarity | Kotter (1995); Jeyaraj et al. (2006) | Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67. || Jeyaraj… |
| Section C: Perceived Organizational Technology Readiness | Strategic Leadership & Governance | Alignment of technology strategy with overall organizational goals and mission objectives. | Readiness: alignment of technology strategy with organizational goals. | C2 / Ready_StratAlign | Henderson & Venkatraman (1993) | Henderson, J. C., & Venkatraman, N. (1993). Strategic alignment: Leveraging information technology for transforming orga… |
| Section C: Perceived Organizational Technology Readiness | Strategic Leadership & Governance | Effectiveness of IT governance structures in guiding technology decisions and investments. | Readiness: effectiveness of IT governance structures. | C3 / Ready_ITGovEffective | Weill & Ross (2004); COBIT (ISACA) | Weill, P., & Ross, J. W. (2004). IT governance: How top performers manage IT decision rights for superior results. Harva… |
| Section C: Perceived Organizational Technology Readiness | Culture & Change Readiness | Openness of the organizational culture to embracing change and new ways of working. | Readiness: openness of organizational culture to change. | C4 / Ready_CultureOpenness | Hofstede (1980); Cameron & Quinn (2006) | Hofstede, G. (1980). Culture's consequences: International differences in work-related values. Sage Publications. || Cam… |
| Section C: Perceived Organizational Technology Readiness | Culture & Change Readiness | Extent to which innovation and experimentation with technology are encouraged and supported. | Readiness: extent innovation/experimentation is encouraged. | C5 / Ready_InnovationSupport | Christensen (1997); O'Reilly & Tushman (2004) | Christensen, C. M. (1997). The innovator's dilemma: When new technologies cause great firms to fail. Harvard Business Sc… |
| Section C: Perceived Organizational Technology Readiness | Workforce & Skills Readiness | Availability of personnel with the necessary technical skills to implement and manage new technologies. | Readiness: availability of technically skilled personnel. | C6 / Ready_TechSkillsAvail | Davis (1989); Venkatesh et al. (2003) | Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Qua… |
| Section C: Perceived Organizational Technology Readiness | Workforce & Skills Readiness | Effectiveness of training programs in preparing employees for new technologies. | Readiness: effectiveness of technology training programs. | C7 / Ready_TrainingEffective | Rogers (2003); Venkatesh et al. (2003) | Rogers, E. M. (2003). Diffusion of innovations (5th ed.). Free Press. || Venkatesh, V., Morris, M. G., Davis, G. B., & D… |
| Section C: Perceived Organizational Technology Readiness | Culture & Change Readiness | Maturity of change management processes to support technology transitions. | Readiness: maturity of change management processes. | C8 / Ready_ChangeMgtMaturity | Kotter (1995); Prosci ADKAR | Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67. || Hiatt, … |
| Section C: Perceived Organizational Technology Readiness | Infrastructure & Technology Readiness | Adequacy and scalability of the current IT infrastructure (network, cloud, hardware). | Readiness: adequacy/scalability of IT infrastructure. | C9 / Ready_InfraAdequacy | Weill & Ross (2004); Zhu et al. (2006) | Weill, P., & Ross, J. W. (2004). IT governance: How top performers manage IT decision rights for superior results. Harva… |
| Section C: Perceived Organizational Technology Readiness | Infrastructure & Technology Readiness | Compatibility and interoperability between new technologies and existing systems. | Readiness: compatibility between new and existing systems. | C10 / Ready_SystemCompat | Ross et al. (2006); IEEE interoperability standards | Ross, J. W., Weill, P., & Robertson, D. C. (2014). Enterprise architecture as strategy: Creating a foundation for busine… |
| Section C: Perceived Organizational Technology Readiness | Infrastructure & Technology Readiness | Availability and responsiveness of technical support for technology users. | Readiness: availability/responsiveness of technical support. | C11 / Ready_TechSupport | DeLone & McLean (2003) | DeLone, W. H., & McLean, E. R. (2003). The DeLone and McLean model of information systems success: A ten-year update. Jo… |
| Section C: Perceived Organizational Technology Readiness | Data & Analytics Readiness | Maturity of data governance policies and practices. | Readiness: maturity of data governance policies/practices. | C12 / Ready_DataGovMaturity | DAMA-DMBOK; COBIT (ISACA) | DAMA International. (2017). DAMA-DMBOK: Data management body of knowledge (2nd ed.). Technics Publications. || ISACA. (2… |
| Section C: Perceived Organizational Technology Readiness | Data & Analytics Readiness | Overall quality and reliability of organizational data used for decision-making and AI/ML models. | Readiness: quality/reliability of organizational data. | C13 / Ready_DataQuality | Wang & Strong (1996); DAMA-DMBOK | Wang, R. Y., & Strong, D. M. (1996). Beyond accuracy: What data quality means to data consumers. Journal of Management I… |
| Section C: Perceived Organizational Technology Readiness | Data & Analytics Readiness | Organization's capability in data analytics and leveraging data for insights. | Readiness: data analytics and insights capability. | C14 / Ready_AnalyticsCap | Davenport & Harris (2007) | Davenport, T. H., & Harris, J. G. (2009). Competing on analytics: The new science of winning (Updated ed.). Harvard Busi… |
| Section C: Perceived Organizational Technology Readiness | Process & Operational Readiness | Maturity and efficiency of business processes potentially impacted by new technology. | Readiness: maturity/efficiency of business processes. | C15 / Ready_ProcessMaturity | CMMI; Hammer & Champy (1993) | ISACA. (2018). CMMI V2.0 model. CMMI Institute/ISACA. || Hammer, M., & Champy, J. (1993). Reengineering the corporation:… |
| Section C: Perceived Organizational Technology Readiness | Process & Operational Readiness | Effectiveness of processes for monitoring technology performance and user satisfaction. | Readiness: effectiveness of technology performance monitoring. | C16 / Ready_MonitorEffective | DeLone & McLean (2003); ITIL | DeLone, W. H., & McLean, E. R. (2003). The DeLone and McLean model of information systems success: A ten-year update. Jo… |
| Section C: Perceived Organizational Technology Readiness | Financial Readiness | Adequacy of financial budget allocated for strategic technology adoption and innovation. | Readiness: adequacy of financial budget for technology adoption. | C17 / Ready_FinancialBudget | Tornatzky & Fleischer (1990); Zhu et al. (2006) | Tornatzky, L. G., & Fleischer, M. (1990). The processes of technological innovation. Lexington Books. || Zhu, K., Kraeme… |
| Section C: Attention Check | Data Quality Control | The extent to which assessment processes capture meaningful input (select Low Readiness/Capability for this item). | Attention/validity check embedded in readiness matrix (instructed-response item). | C_AC / Ready_AttentionCheck | Survey methodology best practice (IRI) | N/A |
| Section D: Perceived Maturity of Organizational Capabilities | Financial & Value Management | IT Investment & Value Management: How mature is your organization's approach to selecting, managing, and realizing value… | Maturity of IT investment selection, management, and value realization. | D1 / Maturity_ITInvestValue | Val IT (ISACA); GAO ITIM | IT Governance Institute. (2008). Enterprise value: Governance of IT investments - The Val IT framework 2.0. ISACA. || U.… |
| Section D: Perceived Maturity of Organizational Capabilities | Innovation & Strategic Capability | IT-Enabled Organizational Innovation: How mature is your organization's capability to systematically identify, explore, … | Maturity of systematic technology-driven organizational innovation. | D2 / Maturity_ITInnovation | Christensen (1997); O'Reilly & Tushman (2004) | Christensen, C. M. (1997). The innovator's dilemma: When new technologies cause great firms to fail. Harvard Business Sc… |
| Section D: Perceived Maturity of Organizational Capabilities | Process & Operational Management | Organizational Process Management & Standardization: How mature is the consistency, standardization, effectiveness, and … | Maturity of process standardization, effectiveness, and integration. | D3 / Maturity_ProcessMgt | CMMI (SEI/ISACA); Hammer & Champy (1993) | ISACA. (2018). CMMI V2.0 model. CMMI Institute/ISACA. || Hammer, M., & Champy, J. (1993). Reengineering the corporation:… |
| Section D: Perceived Maturity of Organizational Capabilities | Data & Analytics Governance | Data Governance & Analytics for Decision-Making: How mature is your organization's approach to governing its data assets… | Maturity of data governance, quality, and analytics for decision-making. | D4 / Maturity_DataGovAnalytics | DAMA-DMBOK; COBIT (ISACA) | DAMA International. (2017). DAMA-DMBOK: Data management body of knowledge (2nd ed.). Technics Publications. || ISACA. (2… |
| Section D: Perceived Maturity of Organizational Capabilities | Risk & Resilience | Technology Risk & Resilience Management: How mature is your organization's integrated approach to identifying, assessing… | Maturity of integrated technology risk identification and management. | D5 / Maturity_TechRiskMgt | NIST CSF; ISO 31000; COBIT (ISACA) | National Institute of Standards and Technology. (2024). NIST Cybersecurity Framework (CSF) 2.0 (NIST CSWP 29). U.S. Depa… |
| Section D: Perceived Maturity of Organizational Capabilities | Strategy & Architecture | Strategic IT Planning & Enterprise Architecture: How mature are the processes for developing, communicating, governing, … | Maturity of IT strategic planning and enterprise architecture. | D6 / Maturity_StratPlanEA | TOGAF; Henderson & Venkatraman (1993) | The Open Group. (2022). The TOGAF standard (10th ed.). The Open Group. || Henderson, J. C., & Venkatraman, N. (1993). St… |
| Section D: Perceived Maturity of Organizational Capabilities | Workforce & Talent | Workforce Capability & Talent Development: How mature is your organization's systematic approach to planning for, attrac… | Maturity of workforce capability planning, development, and retention. | D7 / Maturity_WorkforceDev | OPM3 (PMI); CMMI People CMM | Project Management Institute. (2013). Organizational project management maturity model (OPM3) (3rd ed.). PMI. || Curtis,… |
| Section D: Perceived Maturity of Organizational Capabilities | Change & Adoption Leadership | Change Leadership & Adoption Management: How mature is your organization's capability to effectively lead and manage the… | Maturity of leading organizational/cultural change for technology adoption. | D8 / Maturity_ChangeLead | Kotter (1995); Prosci ADKAR; CMMI | Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67. || Hiatt, … |
| Section D: Attention Check | Data Quality Control | Internal Process Alignment: For this item, to confirm careful reading, please select Level 2: Developing/Repeatable. | Attention/validity check embedded in maturity matrix (instructed-response item). | D_AC / Maturity_AttentionCheck | Survey methodology best practice (IRI) | N/A |
| Section E: Final Thoughts & Feedback | Open-Ended Feedback | Are there any other significant barriers, readiness factors, or aspects of organizational maturity related to technology… | Capture additional barriers, readiness factors, or maturity aspects not covered. | E1 / Feedback_Open | Qualitative exploratory (supplemental) | N/A |