Central problems in the management of innovation
Management Science
End-user computing: Concepts, issues, and applications
End-user computing: Concepts, issues, and applications
Shaping the future: business design through information technology
Shaping the future: business design through information technology
Journal of Management Information Systems
Development of a Measure for the Organizational Learning Construct
Journal of Management Information Systems
Corporate culture, absorptive capacity and IT success
Information and Organization
Individual Virtual Competence and Its Influence on Work Outcomes
Journal of Management Information Systems
International Journal of Information Management: The Journal for Information Professionals
A conceptual model for the process of IT innovation adoption in organizations
Journal of Engineering and Technology Management
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This research investigated whether implemented information technology (IT) innovation could best be explained by a general tendency among middle managers to create implemented business innovation or by experience with IT. The results indicated that middle managers responsible for implemented business innovation also generated IT innovation while managers' practical (hands-on or delegated) use of IT was not shown to result in more implemented IT innovation. Middle managers who actively used support functions (secretaries, staff, or IT experts) for help and discussion of IT-related issues created and implemented a greater amount of IT innovation. Implemented business and IT innovations related to the variables of attitude toward change and peer recognition for their implemented innovations but not to internal and external networking. Peers recognized their fellow managers for their implemented business innovation but not for their IT-related achievements.