The implementation and adoption of new technology in organizations: The impact on work, people, and culture

Abstract

This article examines the impact of computer technology on the workforce and workplace. It summarizes research and examines in practice the implementation and adoption of new technology in companies. Two cases are presented: a metal fabrication factory and a professional publishing company. Results of a pre‐implementation survey given to personnel in the factory highlight how a top‐down change strategy and worker's sense of mistrust and inequity, led to problems with the introduction of computerized machinery and control systems. Surveys taken one and three years after the introduction of word processing and data‐based management tools in the publishing company, by comparison, show how a more participatory change strategy coupled with extensive user training and support, contribute to success with technological change and alter perceptions of the company culture.

A tale of two trajectories: bottom-up social software adoption in differing organisational contexts

“…Apparently IT innovations had diffused, and convergent practices had emerged more easily when existing as a smaller organisation, in which there were also more frequent interactions between the employees. These findings are in accordance with what has been previously suggested about the importance of social norms and persuasion on individual acceptance of organisationally adopted innovations Mirvis et al, 1991). The fact that many employees in the more peripheral office, having similar individual characteristics to those in TANGO on the whole, would actually prefer less freedom of choice is a very clear sign that a more liberal approach to IT innovation adoption is not a superior option per se.…”

The Determinant Factors of Technology Adoption for Improving Firm’s Performance: An Empirical Research of Indonesia’s Electricity Company

“…Regarding the context of this study, slack finance is neglected. Technology's adoption, which has 6 items, is measured through 2 dimensions: appropriateness and effectiveness (Mirvis et al 1991;Hall and Kahn 2002). Then the firm's performance is observed by financial and non-financial variables with 6 items (Kabiru and Usman 2012).…”

The performance of information systems through organizational culture

“…As in this vision IT is a short-term concept, there is no investment plan in this area. This is why Mirvis, Sales and Hackett (1991) point out that firms may make mistakes when purchasing equipment, miscalculate the cost/profit benefit ratio or end up spending more and earning less than expected.…”