Leading the Implementation of ICT Innovations

Abstract

This article analyzes the associations between leadership, the implementation of information and communication technology ( ICT ) innovations, and performance. After reviewing theories and empirical evidence from the literature on leading change, ICT innovations, and performance, the authors elaborate hypotheses and test them in an analysis of the implementation of an ICT innovation in a Danish multisite hospital. In a quasiexperimental research design using panel data, survey responses from more than 2,000 employees before and after the implementation were generated, in addition to qualitative interviews with change agents. Findings indicate how differences in leadership during the ICT implementation process have an important impact on performance after the implementation. Mobilization of initial support, directive leadership through information and technical assistance, participative leadership through employee involvement, and locally adapted implementation processes are important leadership factors associated with performance. The article concludes by discussing broader perspectives of the study and implications for practice, theory, and future research. Practitioner Points• Mobilizing initial support for a new information and communication technology (ICT) system among employees tends to enhance perceived performance even in the case of severe technical problems; however, managers should strike a careful balance between mobilizing support for the ICT innovation and preparing employees for difficulties in the implementation process. • Participative leadership that involves employees in decisions concerning the practical implementation and adaptation of the ICT system enhances the perceived performance of the ICT innovation. • Directive leadership, providing adequate information and timely technical support during the implementation of the ICT system, increases the likelihood of higher perceived performance. • Adapting the implementation process to the circumstances of specific departments enhances the likelihood of higher perceived performance.

The State of Mixed Methods Research in Public Administration and Public Policy

“…Triangulation is a particularly flexible mixed methods approach, applicable to an endless range of data sources. In a recent study, for example, Hansen and Nørup () triangulated quasi‐experimental panel data with interviews and focus groups in order to corroborate their findings that leadership during information and communication technology (ICT) changes affected the performance of ICTs after implementation. Finally, expansion provides diverse perceptions of an issue from different sample populations and helps to understand the perspectives of a broader range of stakeholders.…”

Defining E‐leadership as Competence in ICT‐Mediated Communications: An Exploratory Assessment

“…Internally, digital government seeks to improve services, work processes, and products by using transactional websites, customized software, coordinated electronic interfaces, electronic complaint systems, etc. (Hansen and Nørup ; Moon, Lee, and Roh ; Venkatesh et al ). Finally, our focus here is the internal perspective of communicating with, coordinating, and motivating those charged with providing services and products so that they can provide “performance beyond expectations” (Bass ) via email, videoconferencing, document sharing programs, knowledge sharing programs, data management systems, etc.…”

Leadership for Digital Working: Towards a Contextual Ambidextrous Approach

“…According to sociotechnical systems principles and business process reengineering orientation to process measurement and radical changing through AITs [22], SW should be considered more than a technological transformation, as the introduction of AITs and the redesigning of business processes are a balanced and cross-disciplinary field for achieving strategic objectives [23]. Therefore, when organizations launch a digital transformation programme by implementing SW, they should redesign the overall working processes and workflows, by integrating technological issues within normative opportunities and cultural mind-set reframe, such as team interaction mechanisms [24], like relationship between leaders and followers, with a major focus on trust and on result-oriented behaviors. Only by the simultaneous implementation of AITs, legal issues and cultural reframe, workers can really benefit from SW advantages, like increased job meaning and autonomy as well as responsibility [25].…”