Introducing and Discussing Information and Technology Management for Organizational Innovation and Change

Abstract

This chapter focuses on the interplay between information technology and organizational systems. It introduces the volume, providing a brief overview of some of the most relevant frameworks, approaches, and tools in the IS field which will be discussed later. The volume is divided into II parts, each one focused on a specific theme, such as 'ICT, organizational innovation and change' and 'ICT and knowledge management'.This book explores a range of critical issues and emerging topics relevant to the linkages between information technology and organizational systems. It encourages debate and opens up new avenues of inquiry in the field of Information Systems, organization and management studies, by investigating themes of growing research interest from multiple disciplinary perspectives such as organizational innovation and impact, information technology, innovation transfer, and knowledge management.The title of this book, 'Managing Information and Technology for Organizational Innovation and Change', already implies the understanding that information and technology are two crucial factors for developing innovation and for managing change within organizational contexts. Information and technology were widely recognised by the managerial literature as a major source of competitive advantage and increased business performance [1,2]. In the last decades, organizations have increasingly invested in Information and Communication Technology (ICT) for improving their efficiency and effectiveness and thus for providing an opportunity for their businesses. Indeed, ICTs were often recognized as a way to develop organizational innovation and to lead organizational change [3][4][5][6]. However, empirical experience has immediately shown that ICT adoption is

Managing Change and Managerial Innovation towards Employees Satisfaction at Workplace

“…Innovation can foster the transition to a post-carbon economy while appreciating the roles of social knowledge and citizen participation to envisage and design paths for change. [36] It can be signified the determinant role of profits' relationship with the industrial experiences, while DMV can be grounded on firms' sustainability, decision strategic rules for business model innovation, and the theoretical foundation of profit seeking through dynamic theory adoption. [37] It is noteworthy the interplay between information technology (IT) and organizational systems.…”

Digital services governance: IT4IT™ for management of technology

“…The digital transformation is central in most industries as an established or perceived game changer for business models and as the most strategically technological priority (Ba and Nault, 2017;Westkämper and Walter, 2014;Kodama, 2014). Information technology (IT) is a locomotive for many new industries and business models with technology penetrating areas of business hitherto not affecting by technological innovations (Rossignoli et al, 2016;Candi, 2016). Digital business models and disruptive innovations have become synonymous at least in a popular perception (Song, 2017;Tongur and Engwall, 2014).…”

Innovation at the crossroads

“…Organizational change and innovation are two deeply intertwined concepts, which have attracted the growing interest of scholars and practitioners involved in organizational analysis (De Cock and Richards, 1996; Hage, 1999; Rossignoli et al , 2016). Even though studies dealing with organizational change and innovation have rapidly burgeoned since their early appearance in the second half of the last century (Bavelas, 1948; Spencer and Sofer, 1964), there is still little agreement on the sources which foster the ability of organizations to adapt to the external environment (Poole and Van de Ven, 2004).…”