- 2015-03-09 (x)
- Hill, James L. (x)
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Show moreThe adoption, subsequent deployment, and use of new technology, is a topic of great interest to scholars and practitioners alike. Research to date has done much to identify and understand factors that influence technology adoption decisions of end users (Morris, 2001; Roberts & Henderson, 2000). But much less has been done to distinguish and account for the factors that influence the adoption decisions and the behaviors of managers. This paper seeks to bring managers, in the guise of trial court judges, to the forefront and identify those factors and characterize their technology adoption behaviors. The research identifies five direct influences and several indirect ones on trial court judges’ decisions to adopt a new case management system. All but one of them are consistent with end-user-based models of technology adoption. It also describes technology adoption behaviors of managers. These are consistent with theories about the diffusion of innovation and organizational economics. The end-user-based and diffusion of innovation models and the ideas of organizational economics as they pertain to the behavior of managers appear to be complimentary and work together to help explain how trial court judges adopt new technology.
Doctorate of Management Programs
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Show moreThat so many large-scale or enterprise – level Information Technology (IT) projects are said to fail is a puzzle. According to the Standish Group and individual practitioners, as many as four out of five of them do. They don’t deliver the planned functionality, cost much more than budgeted, take longer than expected, or are cancelled before they are completed. (Chaos, 1995) Yet, businesses and governments continue to invest heavily in IT, expecting significant improvements in productivity and level of service. (Stiglitz, Orszag, and Orszag, 2000). As much as half of annual capital spending in certain sectors of the economy is even now in Information Technology. (New York Times, April 2003). Further, IT practitioners advise that some IT projects reported to be failures produce application systems that become “legacy” and others become a “gold-standard” against which new systems are measured.
Doctorate of Management Programs
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Show moreThis study analyzes the decisions of mid-level managers in an organization about whether or not to adopt a new information technology. Prior investigations of technology adoption have focused on firms or organization and the executives who lead them or end-users. They have largely ignored the people in the middle, the managers, who influence the executives and end-users and whose decisions help explain why the development and implementation of new technology falters or fails or succeeds. By contrast, this study uses a survey to explore the decisions of county-based trial court judges who have discretionary power to adopt or not adopt a new statewide case management system. The model that is developed and tested correctly predicts the adoption decisions of the judge participants more than 90% of the time. The findings suggest opportunities for timely and effective executive and practitioner interventions.
Doctorate of Management Programs
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