Organisational change and capability reconfiguration in information technology innovation

Authors:
Edith Galy;Qinyu Liao;Garry L. Adams;Jason Bennett Thatcher
Affiliations:
Department of Business Administration, School of Business, The University of Texas at Brownsville, 80 Fort Brown, Brownsville, TX 78520, USA.;Department of Business Administration, School of Business, The University of Texas at Brownsville, 80 Fort Brown, Brownsville, TX 78520, USA.;Management Department, College of Business and Behavioral Science, Auburn University, Auburn, AL 36849-5241, USA.;Department of Management, College of Business and Behavioral Science, Clemson University, Clemson, SC 29634, USA
Venue:
International Journal of Information Systems and Change Management
Year:
2007

Citing 10
Cited 0

Issues and opinion on structural equation modeling

MIS Quarterly
Information technology development creativity: a case study of attempted radical change

MIS Quarterly
Overcoming knowledge management challenges during ERP implementation: The need to integrate and share different types of knowledge: Research Articles

Journal of the American Society for Information Science and Technology
An Integrated Performance Model Information Systems Projects

Journal of Management Information Systems
Resisting the change to user stories: a trip to Abilene

International Journal of Information Systems and Change Management
Managing the change process of the post-merger enterprise systems integration: a case study

International Journal of Information Systems and Change Management
An ERP solution based on web services and peer-to-peer networks for small and medium enterprises

International Journal of Information Systems and Change Management
An empirical investigation of the factors affecting data warehousing success

MIS Quarterly
Innovating mindfully with information technology

MIS Quarterly
Antecedents of knowledge transfer from consultants to clients in enterprise system implementations

MIS Quarterly

Quantified Score

Hi-index	0.00

Visualization

Abstract

This paper examines the dynamics of change resulting from organisations' attempts to modernise by implementing Enterprise Resource Planning (ERP) software, a highly complex and integrative software system. Change is an observable difference in an organisation's mode of operation and manner of shaping its environment. Some organisations treat innovations in Information Technology (IT) as a continuous incremental effort to adapt to change while other organisations embark in revolutionary change as a result of implementing IT. This study compares the differences in change mechanisms and their relationship to the performance of the new technology. Faced with the challenge of adapting to technological advances, capabilities within the organisation must be reconfigured for the organisation to realise desired competitive advantages.