How Is an IT Innovation Assimilated

ABSTRACT Innovations in organizations often arise through the efforts of intrapreneurs—entrepreneurial-oriented employees who typically work outside of their day-to-day job responsibilities. Currently, little research has addressed this important source of innovation. Using Innovation Value Chain theory, we theorize that individual, organizational, and innovation-specific factors influence intrapreneurial innovation, operationalized as managerial accountants' intentions to champion the adoption of an IT innovation within their organizations. Additionally, we consider how information system complexity may influence these factors. We test our model using a structural equation model (SEM) with 320 management accountants. Perceptions of organizational orientation toward innovation and of the technology are significant determinants of individuals' intention to champion the adoption of continuous monitoring. Individual inclination to innovate is not significant in the presence of the other two factors. We also find that system complexity lowers perceptions of the technology's benefits, thus inhibiting intention to champion.

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A New Dynamic Framework for Managing ERP Development and Enterprise Strategy

Enterprise Resource Planning ◽

10.4018/978-1-4666-4153-2.ch022 ◽

2013 ◽

pp. 377-406

Author(s):

Ben Clegg ◽

Yi Wan

Keyword(s):

Enterprise Resource Planning ◽

Value Chain ◽

Virtual Enterprise ◽

Resource Planning ◽

Enterprise Management ◽

Enterprise Strategy ◽

Related Information ◽

Inductive Research ◽

New Information ◽

It Innovation

The enterprise management (EM) approach provides a holistic view of organizations and their related information systems. In order to align information technology (IT) innovation with global markets and volatile virtualization, traditional firms are seeking to reconstruct their enterprise structures alongside repositioning strategy and establish new information system (IS) architectures to transform from single autonomous entities into more open enterprises supported by new Enterprise Resource Planning (ERP) systems. This chapter shows how ERP engage-abilities cater to three distinctive EM patterns and resultant strategies. The purpose is to examine the presumptions and importance of combing ERP and inter-firm relations relying on the virtual value chain concept. From a review of the literature on ERP development and enterprise strategy, exploratory inductive research studies in Zoomlion and Lanye have been conducted. In addition, the authors propose a dynamic conceptual framework to demonstrate the adoption and governance of ERP in the three enterprise management forms and points to a new architectural type (ERPIII) for operating in the virtual enterprise paradigm.

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Technology Innovation in a Small Rural Hospital

Qualitative Case Studies on Implementation of Enterprise Wide Systems ◽

10.4018/978-1-59140-447-7.ch005 ◽

2005 ◽

pp. 71-86

Author(s):

Sheila K. McGinnis ◽

Carla Wiggins ◽

Kenneth Trimmer ◽

Lela Pumphrey

Keyword(s):

Information Technologies ◽

Technology Innovation ◽

Strategic Change ◽

Change Leadership ◽

Managerial Discretion ◽

Management Team ◽

Rural Hospital ◽

Strategic Information ◽

It Innovation

This case study illustrates how the leaders of a small, rural hospital were able to successfully introduce and institutionalize a strategic change in information technologies. Our work briefly reviews strategic change leadership and common theories of innovation and governance. We then present a case study investigating how a hospital’s top management team used managerial discretion to create and institutionalize a strategic information technology (IT) innovation.

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Ausrechnen statt Entscheiden – 32 Jahre IT-Innovation

CSR und Digitalisierung - Management-Reihe Corporate Social Responsibility ◽

10.1007/978-3-662-61836-3_12 ◽

2021 ◽

pp. 193-205

Author(s):

Agata Królikowski ◽

Jens-Martin Loebel ◽

Stefan Ullrich

Keyword(s):

It Innovation

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