Evaluating Organizational Level IT Innovation Adoption Factors among Global Firms

Article


Ali, Omar, Murray, Peter A, Shahnawaz, Muhammed, Dwivedi, Yogesh K and Rashiti, Shqipe. 2022. "Evaluating Organizational Level IT Innovation Adoption Factors among Global Firms." Journal of Innovation and Knowledge. 7 (3), pp. 1-14. https://doi.org/10.1016/j.jik.2022.100213
Article Title

Evaluating Organizational Level IT Innovation Adoption Factors among Global Firms

ERA Journal ID213294
Article CategoryArticle
AuthorsAli, Omar (Author), Murray, Peter A (Author), Shahnawaz, Muhammed (Author), Dwivedi, Yogesh K (Author) and Rashiti, Shqipe (Author)
Journal TitleJournal of Innovation and Knowledge
Journal Citation7 (3), pp. 1-14
Article Number100213
Number of Pages14
Year2022
PublisherElsevier
Place of PublicationSpain
ISSN2444-569X
2530-7614
Digital Object Identifier (DOI)https://doi.org/10.1016/j.jik.2022.100213
Web Address (URL)https://www.sciencedirect.com/science/article/pii/S2444569X22000531
Abstract

This study explores a range of organizational factors that drive success in organizational level information technology (IT) innovation adoption. A comprehensive model of organizational level IT innovation adoption is presented based on a context-mechanism-outcome perspective and by drawing on relevant theories. The proposed model is empirically tested using data from 1988 company executives across a wide range of organizations globally. A research model and the related hypotheses are tested using structural equation modelling. The study found that organizational level IT innovation readiness conceptualized through technology readiness and internal expertise is a key mediator for successful organizational level technology adoption. Other organizational factors such as top management support, organizational structure, and organization culture, were positively related to the overall level of IT innovation readiness and organizational level technology adoption. Considering that there are many organizational factors that influence the adoption of technology, future research should extend the research framework and include additional variables that could support IT innovation adoption outcomes. The study makes a significant contribution to the existing literature by providing empirical evidence related to the organizational factors necessary for a successful IT innovation adoption at an organizational level.

KeywordsOrganizational factors; IT innovation readiness; Organizational information technology adoption; Structural equation modelling
ANZSRC Field of Research 2020359999. Other commerce, management, tourism and services not elsewhere classified
Institution of OriginUniversity of Southern Queensland
Byline AffiliationsAmerican University of the Middle East, Kuwait
School of Business
Swansea University, United Kingdom
Symbiosis International, India
Universum International College, Kosovo
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Preiss, Kenneth J. and Murray, Peter A.. 2005. "Fashions of learning: improving supply chain relationships." Supply Chain Management. 10 (1), pp. 18-25. https://doi.org/10.1108/13598540510578342
Observations through gendered lenses: experiences of managerial women
Murray, Peter A. and Syed, Jawad. 2007. "Observations through gendered lenses: experiences of managerial women." Davis, Edward and Pratt, Valerie (ed.) Making the Link 18: Affirmative Action and Employment Relations. North Ryde, Australia 2006 Sydney, Australia.
Gendered observations and experiences in executive women's work
Murray, Peter A. and Syed, Jawad. 2010. "Gendered observations and experiences in executive women's work." Human Resource Management Journal. 20 (3), pp. 277-293. https://doi.org/10.1111/j.1748-8583.2009.00113.x
Beyond rigour and relevance: a critical realist approach to business education
Syed, Jawad, Mingers, John and Murray, Peter A.. 2010. "Beyond rigour and relevance: a critical realist approach to business education." Management Learning. 41 (1), pp. 71-85. https://doi.org/10.1177/1350507609350839
Theoretical perspectives of older workers: integrating human resource management practices with resource-based strategies
Mountford, Helene and Murray, Peter A.. 2011. "Theoretical perspectives of older workers: integrating human resource management practices with resource-based strategies." Ennals, Richard and Salomon, Robert H. (ed.) Older workers in a sustainable society. Frankfurt, Germany. Peter Lang Publishing. pp. 43-55
Thinking about leadership: contributions and contexts
Murray, Peter. 2006. "Thinking about leadership: contributions and contexts." Murray, Peter, Poole, David and Jones, Grant (ed.) Contemporary issues in management and organisational behaviour. Melbourne, Australia. Thomson Learning. pp. 274-307
Executive women, gendered behaviour and adaptive social structures
Murray, Peter A.. 2011. "Executive women, gendered behaviour and adaptive social structures." Murray, Peter A., Kramar, Robin and McGraw, Peter (ed.) Women at work: research, policy and practice. Melbourne, Australia. Tilde University Press. pp. 202-238
Empirical linkages between firm competencies and organizational learning
Murray, Peter and Donegan, Kevin. 2003. "Empirical linkages between firm competencies and organizational learning." The Learning Organization: the international journal of knowledge and organizational learning management. 10 (1), pp. 51-62. https://doi.org/10.1108/09696470310457496
Executive women at work
Murray, Peter, Parr, Nick and Syed, Jawad. 2008. "Executive women at work." Baird, Marion, Davis, Edward, McGraw, Peter and Pratt, Valerie (ed.) Making the link 19: affirmative action and employment relations. Sydney, Australia. CCH Australia Ltd.. pp. 55-62
Defining marketing orientation success through learning cultures
Carter, Leanne and Murray, Peter. 2007. "Defining marketing orientation success through learning cultures." 2007 Academy of Marketing Annual Conference: Marketing Theory Into Practice. Egham, United Kingdom 03 - 06 Jul 2007 London, UK.
From continuous improvement to organisational learning: developmental theory
Murray, Peter and Chapman, Ross. 2003. "From continuous improvement to organisational learning: developmental theory." The Learning Organization: the international journal of knowledge and organizational learning management. 10 (5), pp. 272-282. https://doi.org/10.1108/09696470310486629
Critical issues in managing age diversity in Australia
Murray, Peter and Syed, Jawad. 2005. "Critical issues in managing age diversity in Australia." Asia Pacific Journal of Human Resources. 43 (2), pp. 210-224. https://doi.org/10.1177/1038411105055059
Strategic quality management and financial performance indicators
Chapman, Ross L., Murray, Peter Charles and Mellor, Robert. 1997. "Strategic quality management and financial performance indicators." International Journal of Quality and Reliability Management. 14 (4), pp. 432-448.
Improving marketing intelligence through learning systems and knowledge communities in Not-for-Profit workplaces
Murray, Peter and Carter, Leanne. 2005. "Improving marketing intelligence through learning systems and knowledge communities in Not-for-Profit workplaces." Journal of Workplace Learning: employee counselling today. 17 (7), pp. 421-435. https://doi.org/10.1108/13665620510620016
A cultural feminist approach towards managing diversity in top management teams
Syed, Jawad and Murray, Peter A.. 2008. "A cultural feminist approach towards managing diversity in top management teams." Equality, Diversity and Inclusion: An International Journal. 27 (5), pp. 413-432. https://doi.org/10.1108/02610150810882288
The centrality of teams in the organisational learning process
Murray, Peter and Moses, Maree. 2005. "The centrality of teams in the organisational learning process." Management Decision. 43 (9), pp. 1186-1202. https://doi.org/10.1108/00251740510626263
Managing innovation through social architecture, learning, and competencies: a new conceptual approach
Murray, Peter and Blackman, Deborah. 2006. "Managing innovation through social architecture, learning, and competencies: a new conceptual approach." Knowledge and Process Management (Print Edition): the journal of corporate transformation. 13 (3), pp. 132-143. https://doi.org/10.1002/kpm.253