| 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 multi-organizational 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. (C) 2008 Elsevier B.V. All rights reserved. |