Looking at organizations as an independent “social system”(Everett, 1995, p. 23) we can, by taking a “social-shaping of technology”(Flew, 2008, p. 44) approach, observe how the changing economical, social, environmental factors, have driven organizations to seek innovations in the form of technology. In order to change the organization working culture and the work processes, with the purpose of ensuring prosperity by attempting to control what Choo(2002) refers to as the “information tsunami”(p. 156).
In this era of information overload, the value of knowledge both explicit and implicit has been acknowledged, and given great importance by organizations, who are responding by encouraging their employees, by the means of new technology, to be active information collaborators and sharers. This could be further seen as an attempt to manage organizational knowledge, as well as ensuring it remains within the organizational after, for example, a specific employee leaves with his or her tacit knowledge.
The case study as presented by Orlikowski(1992), regards the implementation of the groupware software Notes, designed to maximize the organizational performance through the internal communication and collaboration functions present. The employees in Alpha did not adopt the new technology, Orlikoski(1992) concludes that the two of the main reasons for the rejection of the technology was the absence of proper information and training regarding, on how and why to use Notes. Comparing these findings, to the five main attributes of innovations, which determine the adoption speed(rate of diffusion)as presented by E. Rogers (1995, p.36), the advantages, the existence, the ease of use, and the relevance of the new software in connection to employee work processes was not properly communicated, if communicated at all.
The implementation of Notes to achieve a change towards higher information sharing and collaboration in the organizational work processes and the work culture, as presented by Orlikowski(1992), is merely one out of several organizations that have attempted to carry out an organizational change by the means of implementing new technology.
In the case, there is a recognizable trend of “authority innovation decision”(Everett 1995, p. 29), with a technological determinist approach to the implementation and diffusion of innovation process.
An underlying trait for higher management in organizations, is to assume that new technology will by it's own means change the way in which organizational members work and the way in which they behave. An example of this is found in the investigation carried out by Orlikowski's(1992). The implementation of the Notes software was authorized from higher authorities without providing adequate training or appropriate information session in order to communicate the advantages of the technology(Orlikowski, 1992, p. 364). Management, in this case, expected the technological innovation to carry out the change in the employee's mentality and their respective work processes towards a knowledge sharing oriented working mentality.(Orlikowski, 1992, p. 365)
The suggestions for improvement following the investigation presented by Orlikowski(1992), focuses on improving the communication and training about the media to the users(p. 368). An element, that E. Rogers(1995), presents as a component to the process of diffusing innovations(p. 35).
Further discussion, in the diffusion of innovations can take place regarding the degree of heterophily present in the organization. On one hand, top management positions, are often correlated with higher education as well as, a higher level of experience. On the other hand lower employee positions, may not have the same standard of education or the same amount of experience. This gives rise to the possibility of “not having effective communication”(Everett, 1995, p. 36) between these two different groups, affecting for example the decision on how much communication and training is needed for lower level employees to adopt an innovative technology.
References
Choo, C.W.(2002). A process model of information management. Managing Information Sources (pp. 23-58). Medford, NJ: Information Today.
Flew, T. (2008). New Media: An Introduction (3rd). Sydney: Oxford University Press.
Orlikowski, W.J. (1992). Learning from notes: organizational issues in groupware implementation. Proceedings of the Cscw'92: proceedings of the conference on computer-supported cooperative work (pp. 362-369). New York: ACM Press. Retrieved from:
Rogers, E.M. (1995) Elements of Diffusion. Diffusion of Innovations (pp. 1-37). New York, NY: The Free Press a Division of Simon & Schuster Inc.
