Shaping up for E-Commerce: Institutional Enablers of the Organizational Assimilation of Web Technologies

Abstract

The global reach of the Web technological platform, along with the range of services that it supports, makes it a powerful business resource. However, realization of operational and strategic benefits is contingent on effective assimilation of this type III IS innovation. This paper draws upon institutional theory and the conceptual lens of structuring and metastructuring actions to explain the importance of three factors-top management championship, strategic investment rationale, and extent of coordination-in achieving higher levels of Web assimilation within an organization. Survey data are utilized to test a nomological network of relationships among these factors and the extent of organizational assimilation of Web technologies.

When innovation fails: An institutional perspective of the (non)adoption of boundary spanning IT innovation

“…First, until recently most IT research assumed a cohesive set of institutional norms to which adopting organizations conform. It also assumed that these norms align to influence IT adoption (see Chatterjee et al, 2002;Teo et al, 2003;Son and Bensabat, 2007) …”

“…Electronic Data Interchange (Teo et al, 2003); B2B electronic market places (Son and Benbasat, 2007); IT facilitated virtualisation (Liu et al, 2008); RFID (Tsai et al, 2013); Grid computing (Messerschmidt and Hinz, 2013 (Chatterjee et al, 2002); Internet-based inter-organizational systems (Sodero et al, 2013); ERP (Liang et al, 2007) Table 1. Studies of conforming to institutional pressures and IT adoption stages STREAM 2: Research has also examined, although to a more limited extent, the role of institutional misalignments in IT adoption (see Figure 2).…”

“…Chatterjee et al, 2002;Liu et al, 2008;Teo et al, 2003; for a review see Mignerat and Rivard, 2009). However, as environments become more complex and contested, organizations increasingly experience conflicting institutional demands (Pache and Santos, 2010).…”

Understanding knowledge management software-organisation misalignments from an institutional perspective: A case study of a global IT-management consultancy firm

“…In other words, for this global firm the quest to gain legitimacy throughout the world is critical, and as such, not always passive but dynamically responsive according to their resource dependencies (Oliver, 1991). Interestingly, this study could in part demonstrate Chattterjee's et al (2002) argument that in addition to the organisation itself, which has been widely considered as 'an institution' in the literature, senior management (here represented by the KM programme manager and KM roll-out project managers) are indeed 'institutions' because, as defined by Scott (1995), they are a social structure giving the organisation or individuals lines of actions or orientations, whilst controlling and constraining them. For IT adoption and innovation, a need for broader definitions of institutions is important towards analysing the effects of institutional forces (Mignerat and Rivard, 2005).…”

Journal of Strategic Information Systems

“…A comprehensive literature review by Lacity et al (2009) implies that, at the organizational level, top management support in IT outsourcing initiatives can impact the overall project success. In the same vain, prior studies have found that lack of managerial support for change management leads to unsuccessful organizational adaptations (Chatterjee et al, 2002;Roberts et al, 2003). Lacity et al (2009) and Dong et al (2009) suggested that top managerial support is important to orchestrate the organizational adaptations in technology, strategy, and business processes.…”