Managerial Influence in the Implementation of New Technology
In the implementation of an organizational innovation, managers are usually presumed to influence the extent to which the innovation is adopted and used by their subordinates. However, the findings presented in this paper suggest that the managerial influence is not equally perceived by all subordinates. Rather, certain context-specific characteristics of individual employees mediate the managerial influence. Users of the expert system studied herein who were low in personal innovativeness toward this class of innovations, for whom the subjective importance of the task being computerized was low, whose task-related skills were low or who were low performers in their sales job---all these user groups perceived their management had encouraged them to adopt. In contrast, users who rated high on any of these measures did not perceive any management influence in their adoption decision. Moreover, although access to the innovation was in fact highly similar for all users, high performers also were inclined to perceive the system as more accessible than were low performers. These findings suggest that the diffusion of an innovation within an organization perhaps could be viewed as a two-step managerial process. Employees whose characteristics incline them to adopt an innovation will do so without management support or urging if it is simply made available. Employees low on these characteristics will await a managerial directive before adopting. Implications for future research are discussed.
Volume (Year): 34 (1988)
Issue (Month): 10 (October)
|Contact details of provider:|| Postal: |
Web page: http://www.informs.org/
More information through EDIRC
When requesting a correction, please mention this item's handle: RePEc:inm:ormnsc:v:34:y:1988:i:10:p:1252-1265. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Mirko Janc)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.