The Importance of Organizational Structure for the Adoption of Innovations

DeCanio, Stephen J.; Dibble, Catherine; Amir-Atefi, Keyvan

doi:10.1287/mnsc.46.10.1285.12270

Cited by 97 publications

(51 citation statements)

References 24 publications

(19 reference statements)

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“…It also leaves employees more room to get acquainted and to experiment with new IT systems and ultimately to determine which tools they prefer (Janz 1999). Self-management in a team context suggests that empowered team members will exchange their novel IT experiences, which will lead to a rapid diffusion of technological innovations (DeCanio, Dibble, and Amir-Atefi 2000). Therefore, it is likely that the more autonomy is granted to SMTs, the more they will make use of their ability to invest in IT to support the service delivery process.…”

Section: Organizational Characteristicsmentioning

confidence: 99%

The Adoption of Information Technology by Self-Managing Service Teams

Jong

Ruyter

Lemmink

2003

Journal of Service Research

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This article examines antecedents and consequences of the adoption level of standardized information technology (IT) versus customized IT in self-managing teams (SMTs) in a financial services institution. Linkages between speci-The adoption of information technology (IT) across many service industries is rapidly changing the nature of the service delivery process, necessitating employees and encouraging customers to interact with technology, either as a substitute or complement to face-to-face interactions (Parasuraman 2000). It has been argued that the use of IT enhances the performance of service employees, both in terms of efficiency and effectiveness, by enabling customization and flexibility in their encounters with customers (Bitner, Brown, and Meuter 2000). Thus far, the focus in the emerging body of (self-)service technology research has been on the technology-customer linkage (Dabholkar and Bagozzi 2002;Meuter et al. 2000), whereas the technology-employee interface has primarily aimed at internal operations, as opposed to frontline support technologies in boundary-spanning processes (Parasuraman and Grewal 2000). Despite the wide-scale implementation of IT in services, there has been little research-based guidance regarding critical success factors in adoption and customercontact employee usage, as well as the impact on service performance parameters. From the information systems literature (e.g., Davis, Bagozzi, and Warshaw 1989;DeLone and McLean 1992) and from research on the customertechnology interface, there is accumulating empirical evidence that both personal (e.g., innovativeness) and IT (e.g., perceived ease of use) characteristics may explain individual adoption variance.

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Section: Organizational Characteristicsmentioning

confidence: 99%

The Adoption of Information Technology by Self-Managing Service Teams

Jong

Ruyter

Lemmink

2003

Journal of Service Research

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“…First, structure can have an effect on companywide measures of performance, such as profitability or speed in adopting productivity enhancing innovations. Second the structure of the firm can have consequences for the individuals or operating units that comprise the organisation (DeCanio et al, 2000). Organisational structure can be represented using network models (i.e., networks of social relations).…”

Section: Information System (Is) Organizational Structurementioning

confidence: 99%

"IT Governance from Theory to Practice: The importance of accountability"

Janahi¹

2015

Electronic Workshops in Computing

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It is widely acknowledged that Information Technology (IT) Governance is extremely complex and at the same time equally critical when organisations endeavour to maximize their IT investments. IT Governance provides the means for decision making required to ensure that IT enables the organization to excel in its mission. IT systems are often viewed as monetary drains rather than seen as fundamental bases underpinning the strategic direction of organizations. IT implementations often do not meet requirements, fail, are over budget and the media is littered with headlines that corroborate these perceptions. IT projects are now so big, and they touch so many aspects of an organization, that they pose a singular new risk as according to Harvard Business Review Magazine that a $5 million project leads to an almost $200 million loss (Flyvbjerg and Budzier, 2011). Every organisation will have experienced complications of an IT implementation and this is why IT Governance is becoming a crucial factor to business survival no matter how large or small an organisation is. This interpretive study of IT Governance provides an opportunity to from both theoretical and practice-based perspectives using multiple case studies from public sector organisations based in the Kingdom of Bahrain.

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“…Structure of the organization either organic or mechanistic helps organization achieve its purpose through people. However organic culture has been popularized on the basis of its concern for people which in turn keeps people productive and committed with the organization (DeCanio, Dibble & Atefi, 2000) As far as leadership is concerned Gray and Starke (1984: 223) define leadership as a process, and property. Considering it a process it involves coordinating and directing the activities of the members towards achievement of organizational goals.…”

Section: Literature Reviewmentioning

confidence: 99%