Implementing Innovation

Research Question: What are the relationships among innovation-values fit, implementation climate, and implementation effectiveness?

Abstract: Despite a substantial volume of research activities on innovation implementation, implementation outcomes continue to disappoint—particularly those related to large-scale information systems (ISs) implementation projects. 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.

Model:

Findings: All relationships were significant. Implementation climate (goals, means, rewards, tasks) was associated with skills, incentives, absence of obstacles, which were all associated with effectiveness. Innovation-values fit was associated with user commitment, which led to effectiveness. Intention R2=.44; Usage R2=.52

Implications: Managers can influence implementation effectiveness by (1) fostering a positive implementation climate (expressing goals, means, rewards, task support); (2) ensuring strong innovation-values fit (perceived quality, locatibility, flexibility of the new system). These “levers” correlate positively with skills, incentives, absence of obstacles, and user commitment, which in turn impact perceived effectiveness.

Citation: Dong, L., Neufeld, D.J., & Higgins, C.A. (2008). Testing Klein and Sorra’s innovation implementation model. Journal of Engineering and Technology Management 25(4), pp. 237-255. [link]