Date
9-17-2026
Department
Graduate School of Business
Degree
Doctor of Philosophy in Organization and Management (PhD)
Chair
Matthew Dussia
Keywords
adaptive leadership, nonprofit organizations, operational performance, substance use recovery, technology acceptance
Disciplines
Business | Leadership Studies
Recommended Citation
Ogle, Nathan, "Leadership Technology Acceptance in Nonprofit Organizations" (2026). Doctoral Dissertations and Projects. 8944.
https://digitalcommons.liberty.edu/doctoral/8944
Abstract
The lack of technology acceptance in substance use and recovery nonprofit organizations creates operational barriers and limits leaders’ ability to align mission, governance, service delivery, and sustainability with digital change. This qualitative, flexible design multiple case organization study examined leadership technology acceptance in California nonprofit substance use and recovery organizations and the effects on operational performance. Grounded in pragmatism and framed by adaptive leadership theory and the technology acceptance model, the study linked technology innovation, financial stability, governance, leadership barriers, and organizational life to technology acceptance, operational barriers, strategy, and leadership behaviors. Data came from interviews, surveys, field notes, and nonconfidential archival materials from board members, executive leaders, and organizational life members. Findings showed challenges in digital literacy, resources, governance readiness, communication, ethical accountability, stakeholder expectations, and resistance to change. Technology acceptance improved performance when leaders viewed technology as useful, accessible, mission-aligned, and necessary for continuity, sustainability, engagement, and resilience. Emerging technologies supported or hindered change depending on leadership readiness, training, trust, culture, and strategic alignment. The study concludes that adaptive, ethical, transparent, and people-centered leadership strengthens readiness and reduces operational barriers. The study extended technology acceptance research into nonprofit behavioral health and recovery by showing technology acceptance as both an operational performance factor and governance responsibility.
