Testing Klein and Sorra's innovation implementation model: An empirical examination

Authors:
Linying Dong;Derrick J. Neufeld;Chris Higgins
Affiliations:
Ted Rogers School of Information Technology Management, Faculty of Management, Ryerson University, Canada;Richard Ivey School of Business, University of Western Ontario, Canada;Richard Ivey School of Business, University of Western Ontario, Canada
Venue:
Journal of Engineering and Technology Management
Year:
2008

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Abstract

Despite a substantial volume of research activities on innovation implementation [Holahan, P.J., Aronson, Z.H., Jurkat, M.P., Schoorman, F.D., 2004. Implementing computer technology: a multiorganizational test of Klein and Sorra's model. Journal of Engineering and Technology Management 21 (1), 31-50; Klein, K.J., Sorra, J.S., 1996. The challenge of innovation implementation. Academy of Management Review 21 (4), 1055-1080; Kwon, T.H., Zmud, R.W., 1987. Unifying the fragmented models of information systems implementation. In: Hirschheim, B.R. (Ed.), Critical Issues in Information Systems Research. John Wiley and Sons Ltd., New York, pp. 227-252], implementation outcomes continue to disappoint-particularly those related to large-scale information systems (ISs) implementation projects [Aiman-Smith, L., Green, S.G., 2002. Implementing new manufacturing technology: the related effects of technology characteristics and user learning activities. Academy of Management Journal 45 (2), 421-430; The Standish Group International Inc., 1995. Chaos (Application Project Failure and Success). Access http://www.standishgroup.com/chaos.html; Whittaker, B., 1999. What went wrong? Unsuccessful information technology projects. Information Management & Computer Security 7 (1), 23-29]. In 1996, Klein and Sorra introduced a promising model that posited key determinants of implementation effectiveness. In this paper we present new validated construct measures, and then test the Klein and Sorra model using a survey of 209 employees in seven organizations. Our results demonstrate that IS implementation effectiveness is influenced directly and indirectly by innovation-values fit, and indirectly by implementation climate.