Managing Technology and Administration Innovations: Four Case Studies on Software Reuse

Abstract

A software process innovation, such as software reuse, involves both technology and administration innovation. Following literature on organizational change, absorptive capacity, innovation assimilation stages, and software reuse, we develop a process model of the assimilation trajectory of an organization's innovation. The model postulates that actors at different organizational levels implement strategy, process, and culture changes in order for an organization to advance through the stages of innovation assimilation. The actions at these levels instill routines that establish the absorptive capacity for implementing future innovations. Case-study data collected from four software development sites -two reporting failure in the reuse program, and two reporting success -revealed that programs that implemented change at the strategy, process and culture levels scored higher on all paths in the model than nonsuccessful programs. The right incentives help in the latter stages of innovation assimilation during which culture change by operational staff is important. No reuse metrics were collected Team-based structures Frequent formal and informal communication Infrequent formal communication Infrequent formal communication Frequent formal and informal communication

Service Innovation in the Digital Age: Key Contributions and Future Directions

“…Knowledge sharing processes are often investigated as the underlying mechanisms for innovation and improvement (Gray et al 2011;Leonardi 2013;Oborn et al 2011). ICT use is assumed to enhance knowledge processes , and the absorptive capacity of the firm, enabling the firm to produce innovations and remain competitive (Joshi et al 2010;Ray et al 2005;Sherif and Menon 2004). For instance, Carlo et al (2012) examined firm-level innovation in terms of knowledge processes, in which knowledge mediated by routines contributes to innovation and absorptive capacity.…”

Attaining Organizational Innovations

“…This assimilation of innovation (Armstrong and Sambamurthy 1999) presents an organizational change and is thus naturally subject to inertia. Comprehensive advice has been given by Sherif and Menon (2004), who argue that actors at different organizational levels need to implement strategy, process, and culture changes. These are now considered in more detail, and critical success factors are highlighted.…”

“…In addition, senior management needs to develop educational and training programs to lower the knowledge barrier and, very importantly, appoint the change agent who fosters the adoption of the KM program throughout the organization (Sherif and Menon 2004).…”

“…For KM practices to become accepted, routinized, and infused in everyday work practices, a culture change must occur (Sherif and Menon 2004). This is due to the allpervading impact of culture on the organization, for example, culture impacts on both the formation and implementation of strategy and on the processes that take place within the organization.…”

“…Using knowledge is crucial in the adaptation, acceptance, and routinization phases. Finally, exploitation of knowledge and new knowledge creation relate to the routinization and infusion phases of innovation assimilation (Sherif and Menon 2004;Zahra and George 2002).…”