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Managing change and innovation in IT implementation process

Annie Bartoli (Professor of Business Adminstration at the Management Research Center “LAREQUOI”, University of Versailles Saint‐Quentin‐en‐Yvelines, Guyancourt, France)
Philippe Hermel (Professor of Management, at the Management Research Center “LAREQUOI”, University of Versailles Saint‐Quentin‐en‐Yvelines, Guyancourt, France)

Journal of Manufacturing Technology Management

ISSN: 1741-038X

Article publication date: 1 July 2004

Abstract

After the prophetic messages about the contributions of information technologies (IT) on firms, we face warning signals on the unavoidable need for change management, and the perverse side effects of IT improvements when they are not integrated within a strategic and managerial framework. The analysis of practices concerning the introduction of IT in organisations shows that often, the context and the process are neglected; as for the content, it is centred on tools rather than on the needs to be satisfied. A managerial typology of barriers to change that differentiates risks of strategic or structural nature, and cultural or behavioural nature, explains the lack of quality in operations. In order better to manage the implications of IT evolution, i.e. their downstream incidences, it is necessary to have steered upstream in defining the objectives, analysing the needs, taking into account the socio‐ organisational context, and the implication of actors.

Keywords

Citation

Bartoli, A. and Hermel, P. (2004), "Managing change and innovation in IT implementation process", Journal of Manufacturing Technology Management, Vol. 15 No. 5, pp. 416-425. https://doi.org/10.1108/17410380410540417

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited