Terri L. Griffith

Cognitive elements in the implementation of new technology: can less information provide more benefits?

Organizations have come to rely on technological innovation as a central component of their competitive strategy. While new technologies hold tremendous promise for enhancing organizations efficiency and effectiveness, much of this potential is never realized. One study of 2000 U.S. companies found that 40% had not achieved the intended benefits from implementing an office technology. Significantly, less than 10% of these implementation failures appeared to stem from technical problems; most occurred for human and organizational reasons, such as poor technology management, including users misunderstanding of the meaning and/or uses of the technology.Griffith and Northcraft previously proposed a model of cognitive determinants of technology implementation success. That model emphasizes that differences in cognitions (e.g., thoughts, perceptions, and constructed understandings) among users, designers, and implementers are critical determinants of implementation success. Prior researchers have provided broader models of implementation the Griffith and Northcraft (1993) model focuses on the problematic human and organizational components of technology implementation success.This research note explores the major mechanisms within the Griffith and Northcraft cognitive model. This model offers a fine-grained view of how user and implementer understandings influence implementation success. While broader implementation models suggest structural and process strategies for increasing the likelihood of implementation success, this model describes user and implementer understanding, and can be used to design appropriate implementation strategies.

A process approach to the implementation of new technology

Abstract This paper develops a process-oriented theoretical approach for understanding the implementation of new technology. Five processes - socialization, commitment, reward allocation, feedback and redesign, and diffusion - are conceptually related to the successful implementation of new technology. An approach for improving theoretical specification about implementing new technology is presented and illustrated with a case on vision systems technology.

Negotiating successful technology implementation a motivation perspective

Abstract A framework based on expectancy theory, equity theory, and integrative negotiation strategies is proposed for improving the success rates of technology implementations. Negotiation strategies can be used to create integrative solutions such that the incentives to use the technology are distributed most effectively. Many of the current approaches to technology implementation focus on increasing the ease of use of the technology by lowering organizational and/or technological barriers blocking implementation success. An additional approach is to increase motivation to use the technology. Ease of use must be combined with making technology use desirable to the users. Implementers who approach implementation as an integrative negotiation will be best able to structure successful solutions.

Building top management muscle in a slow growth environment: how different is better at Greyhound Financial Corporation

Executive Overview The turbulence experienced in the 1980s in the U.S. Business environment has led to something of a motivational crisis among corporate managers. Increased competition, budget constraints, and changing demographics are forcing companies into adopting strategies geared toward downsizing and flatter organizational structures. While corporate America probably has begun to accept its leaner profile, it has not yet successfully addressed the issue of how to keep the best managerial talent “tuned in and turned on” in an era of dwindling resources. This article describes and assesses one corporations efforts to maintain top-managerial motivation through a unique form of job swapping called the “Muscle Building” program at Greyhound Financial Corporation in Phoenix, Arizona. Muscle building, a top-management job rotation program, helps prevent career gridlock, fosters management diversity, and provides for top-management succession. “Hidden” costs and benefits of the program and issues concerni...