Managing change and innovation in IT implementation process

Managing change and innovation in IT implementation process After the prophetic messages about the contributions of information technologies (IT) on firms, we face warning signals on the unavoidable need for change management, and the perverse side effects of IT improvements when they are not integrated within a strategic and managerial framework. The analysis of practices concerning the introduction of IT in organisations shows that often, the context and the process are neglected; as for the content, it is centred on tools rather than on the needs to be satisfied. A managerial typology of barriers to change that differentiates risks of strategic or structural nature, and cultural or behavioural nature, explains the lack of quality in operations. In order better to manage the implications of IT evolution, i.e. their downstream incidences, it is necessary to have steered upstream in defining the objectives, analysing the needs, taking into account the socio‐ organisational context, and the implication of actors. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Manufacturing Technology Management Emerald Publishing

Managing change and innovation in IT implementation process

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
1741-038X
DOI
10.1108/17410380410540417
Publisher site
See Article on Publisher Site

Abstract

After the prophetic messages about the contributions of information technologies (IT) on firms, we face warning signals on the unavoidable need for change management, and the perverse side effects of IT improvements when they are not integrated within a strategic and managerial framework. The analysis of practices concerning the introduction of IT in organisations shows that often, the context and the process are neglected; as for the content, it is centred on tools rather than on the needs to be satisfied. A managerial typology of barriers to change that differentiates risks of strategic or structural nature, and cultural or behavioural nature, explains the lack of quality in operations. In order better to manage the implications of IT evolution, i.e. their downstream incidences, it is necessary to have steered upstream in defining the objectives, analysing the needs, taking into account the socio‐ organisational context, and the implication of actors.

Journal

Journal of Manufacturing Technology ManagementEmerald Publishing

Published: Jul 1, 2004

Keywords: Innovation; Change management; Quality; Communication technologies; France

References

  • The Management of Strategic Change
    Pettigrew, A.

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