Factors in Successful Implementation of Computer-Based Office Information Systems:

Abstract

Factors affecting implementation of computer-based office information systems are reviewed. Three broad categories are discussed-characteristics of innovative systems, implementing offices and organizations, and the implementation process itself, with particular attention paid to the latter. The review concludes with a discussion of the importance of non-technical factors in technological innovation and suggestions for issues of particular relevance to OBM researchers.The introduction of computers into offices is one of the most significant changes in the workplace in recent years. The trend toward the electronic office will continue and most likely accelerate throughout the 1980s-propelled by societal and organizational imperatives for increased productivity, by rapid development of technologies for communication and information processing, and by growth in the number of information-related jobs in the economy.Computer-based office information systems (01s) are multifunction computer systems that perform some of an office unit's information handling tasks (e.g.

Utilization of new technologies: organizational adaptation to business environments

“…Utilization of new technology A well-accepted definition of the utilization of technology, that it is "the extent to which a technology is digested or absorbed into a firm," is found in Mankin et al (1984). This concept has been widely used in studies on technology and innovation, such as those by Kimberly (1979) and Zmud and Apple (1992).…”

“…For an operational definition of the utilization of technology, Leonard-Barton and Deschamps (1988) and Zaltman et al (1973) have suggested that the focus be on the extent to which the members of an organization are making use of the technology. Also, Mankin et al (1984) and Tolbert and Zucker (1983) recommended drawing on the bureaucratization of a new technology within the organization. These operational definitions of the utilization of technology have been used in various studies on technology and innovation management, including those by Marshall and Vredenburg (1992) and Swanson and Ramiller (1997).…”

Successful IS innovation: the contingent contributions of innovation characteristics and implementation process

“…Further, Attewell (1992) argues that complex IS innovations are `technologically demanding, fragile and lumpy', unlike the reliable, commodity-like innovations considered in diffusion theory. Implementing such innovations is an uncertain process of knowledge discovery, skill formation and the mutual adaptation of the technology and the organization (Mankin et al, 1985;Attewell, 1992). Managerial commitment plays a critical role in the uncertain process of adoption by facilitating solutions to the numerous contingencies that arise during the various stages of implementation (Sauer, 1993;Sabherwal and Elam, 1995).…”

Pratiques de gestion mobilisatrices et implantation d’un système d’information

“…Ainsi, plusieurs auteurs ont insisté sur l'importance d'une communication hâtive et complète entre gestionnaires et employés, les premiers devant prodiguer aux seconds une information transparente et continue sur les raisons du changement, son déroulement et son évolution, ainsi que sur ses impacts (Kotter et Schlesinger, 1979 ;Mankin, Bikson et Gutek, 1985 ;Fredericksen, Riley et Myers, 1985 ;Haddad, 1996). La formation sur le SI peut être envisagée pour développer les compétences de l'employé, sur la base de son niveau d'éducation et de l'expérience qu'il pourrait avoir déjà acquise, et le préparer ainsi à utiliser le SI tout en développant sa confiance en soi et son sentiment d'efficacité personnelle.…”