06 Oct Complete a review of the arti
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IT innovation adoption in the government sector: Identifying the
critical success factors
Article in Journal of Enterprise Information Management · March 2006
DOI: 10.1108/17410390610645085 · Source: DBLP
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Muhammad Mustafa Kamal
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Journal of Enterprise Information Management IT innovation adoption in the government sector: identifying the critical success factors M.M. Kamal
Article information: To cite this document: M.M. Kamal, (2006),"IT innovation adoption in the government sector: identifying the critical success factors", Journal of Enterprise Information Management, Vol. 19 Iss 2 pp. 192 – 222 Permanent link to this document: http://dx.doi.org/10.1108/17410390610645085
Downloaded on: 23 December 2015, At: 02:25 (PT) References: this document contains references to 90 other documents. To copy this document: [email protected] The fulltext of this document has been downloaded 4566 times since 2006*
Users who downloaded this article also downloaded: Chinyao Low, Yahsueh Chen, Mingchang Wu, (2011),"Understanding the determinants of cloud computing adoption", Industrial Management & Data Systems, Vol. 111 Iss 7 pp. 1006-1023 http:// dx.doi.org/10.1108/02635571111161262 Kirsten M. Rosacker, David L. Olson, (2008),"Public sector information system critical success factors", Transforming Government: People, Process and Policy, Vol. 2 Iss 1 pp. 60-70 http:// dx.doi.org/10.1108/17506160810862955 Yazn Alshamaila, Savvas Papagiannidis, Feng Li, (2013),"Cloud computing adoption by SMEs in the north east of England: A multi-perspective framework", Journal of Enterprise Information Management, Vol. 26 Iss 3 pp. 250-275 http://dx.doi.org/10.1108/17410391311325225
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IT innovation adoption in the government sector: identifying the critical success factors
M.M. Kamal Department of Information Systems and Computing, Brunel University,
Uxbridge, UK
Abstract
Purpose – This paper aims to acquire underlying knowledge of how IT is adopted in private sector organisations and further explore what factors impact its adoption (optimistically and pessimistically).
Design/methodology/approach – An interpretive and qualitative multiple case study approach was selected to test and validate the conceptual model empirically. The selection of the interpretivism viewpoint in the context of this research is to understand how government organisations adopt new technologies and support their decisions and actions. The interpretive research methodology is related to data gathering and generating solid descriptions and interpretations and further allows theory building. Through a multiple case study strategy, factors influencing EAI adoption in the government sector are investigated. In doing so, various data collection methods such as interviews, documentation, and observation are adopted.
Findings – The author identified 42 critical success factors (CSF) for IT innovation adoption. These factors provide sufficient understanding of their importance when adopting an innovation (technology). The author exploits these factors further when developing a conceptual EAI adoption model and also presents a taxonomy of the IT innovation adoption process. This taxonomy is an eight-stage adoption process based on studying 11 IT adoption models. Simply acquiring or adopting a technology is not sufficient – in order to obtain the anticipated benefits, IT must be deployed and used appropriately by the organisation and its intended users. However, this taxonomy would further assist in identifying factors affecting IT innovation adoption at each stage of the adoption process.
Originality/value – The proposed conceptual IT innovation adoption model is a contribution to theory. This model presents a detailed list of factors that impact IT adoption in government sector organisations. The author conjectures that each factor within this model signifies its importance and must be considered by organisations while adopting innovation (technology). The taxonomy of the IT innovation adoption process is another contribution. This taxonomy is developed by studying 11 IT adoption models as presented in this paper. This taxonomy identifies the pre-adoption and post-adoption stages of an adoption process. Further in this taxonomy, the author identifies stages where the organisation is impacted, i.e. the pre-adoption stage and post-adoption, where individual adopters are impacted.
Keywords Communication technologies, Innovation, Critical success factors, Government
Paper type General review
Introduction The post-Second World War era has witnessed dramatic expansion in governments’ social and economic responsibilities (Ahmad and Zink, 1998). Citizens have increased their demands for government-sponsored social and economic programs. The need for expeditious responses to those demands has led to rapid expansion in the size and number of government agencies and to an almost continual series of agency reforms and reorganisations. Many reform initiatives have involved governments’ information systems (IS) as organisations have tried to maintain reliable, high-quality, and
The current issue and full text archive of this journal is available at
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Journal of Enterprise Information Management Vol. 19 No. 2, 2006 pp. 192-222 q Emerald Group Publishing Limited 1741-0398 DOI 10.1108/17410390610645085
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up-to-date information. To meet these challenges, government sector organisations in some countries (such as Singapore) have frequently been the early adopters of a wide variety of information technologies.
Indeed, one of the most visible phenomena of the information age is a direct result of private organisations and government-developed innovations and applications of information technology. Increased response to the citizenry has often been the avowed goal of government sector organisations in the adoption of information technology. The reality is that without the use of information technology and computing, the mere administration of today’s large and complex social and economic programs would simply not be possible. A considerable gap is seen between IT adoption in private sector and government sector organisations, in provisions of early and successful IT adoption, and in identifying its impact. Themistocleous et al. (2004) report in this regard that government sector organisations introduce information and communication technology (ICT) reactively as compared to private sector organisations. The author supports that this may be attributed to the bureaucracy and the culture that exists in many government sector organisations.
Conversely, Cardozo et al. (1993) report that innovation is generally considered to be one of the key drivers of corporate success. However, the author states that apart from being reactive rather than proactive, one of the other main issues several government organisations face in this perspective is how to successfully adopt and implement their innovations. In the past three decades, extensive research has been conducted to identify various factors for the success and failure of innovative technologies (see, for example, Montoya-Weiss and Calantone, 1994). The focal point of this research relevant to the government sector is that many new technologies are unsuccessful, and this may be attributed to the lack of realisation of citizenry’s requirements, the absence of a project champion, relative superiority over the existing alternatives, or lack of ample acquaintance with the innovation. Thus, for government authorities to be successful in introducing innovations, they need to have a thorough understanding of their IT capacity, relative advantage, existing organisational operations, managerial capabilities and other processes and factors influencing the government authority’s decision to either adopt the innovation or not. In this respect, the research on the adoption of innovation offers a significant contribution to government sector organisations.
The objective of this paper is to identify various factors that influence organisational decisions on IT innovation adoption. In essence, two types of adoption streams can be identified within this perspective:
(1) the decision made by the government sector organisation as a whole to adopt innovation; and
(2) the impact of innovation on the individual adopter of the innovation within the organisation.
The author attempts to incorporate research findings and present a model that encompasses factors from both streams. The model of innovation adoption derived within this paper can serve as a framework of references and that the decision makers within the government sector may use it for a specific information technology adoption (e.g. adopting integration technology – or technologies – to incorporate their disparate legacy information systems within their departments and with external entities for a
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seamless flow of information and interaction with their stakeholders). However, to explore the aforementioned research area in depth, the author commences by describing innovation adoption process in the organisations. Furthermore, the author investigates and analyses diverse IT adoption models and presents a classification of IT adoption models. Besides this, based on the research findings, a taxonomy of the IT innovation adoption process is presented. Moreover, the author discusses IT innovation adoption in government organisations. Thereafter, the author illustrates the impact of IT innovation adoption. Subsequently, the author attempts to describe a comprehensive understanding of the factors that influence the organisational IT innovation adoption decision. This is by integrating findings from diverse theories in the normative literature. The author conjectures that coalescing different perspectives on IT innovation adoption in the organisational context contributes to other studies that have reviewed more specific areas within this domain. Following this discussion, the author proposes an IT innovation adoption model for government sector organisations and summarises the factors identified. The factors reported in this model will support the author’s prime research objective, i.e. to identify key factors influencing the adoption of integration technology such as enterprise application integration (EAI) in integrating customer relationship management (CRM) applications with legacy back office systems in an electronic government (e-government) environment.
The IT innovation adoption process in organisations The IT innovation adoption process concerns a sequence of stages that an organisation passes through before initiating a new technology within the organisation. In this respect, Rogers (1995) defines adoption as:
. . . the process through which an individual or other decision making association passes from first knowledge of innovation, to forming an attitude towards innovation, to a decision to adopt or reject, to implementation of new idea, and to confirmation of this decision.
With respect to organisational adoption, Gopalakrishnan and Damanpour (1997) state two main distinguishable stages, i.e. the initiation and the implementation of the innovation. Gopalakrishnan and Damanpour (1997) report that the actual adoption decision occurs between the initiation and implementation phases. In the initiation stage, the organisation becomes aware of the innovation, forms an attitude towards it acceptance, and further evaluates the new technology or idea (Gopalakrishnan and Damanpour, 1994); the initiation stage encompasses the awareness, consideration and intention stages. In the implementation stage, the organisation decides to purchase and make use of the innovation technology. However, this organisational adoption decision merely marks the beginning of the actual implementation of an innovation. From this point onwards in the adoption process, acceptance or assimilation within the organisation becomes important. The innovation process can only be considered a success to the extent that innovation is accepted and integrated into the organisation (Rogers, 1995; Gopalakrishnan and Damanpour, 1997) and the target individual adopters demonstrate commitment by continuing to use the technology over a period of time (Bhattacherjee, 1998). Thus the full and actual adoption of (many) innovations in an organisational context implies that adoption also occurs within the organisation, at the individual adopter level. Bhattacherjee (1998) reports that this can be termed
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intra-organisational acceptance of innovation. Rogers (1995) and Ram and Jung (1991) report a pessimistic viewpoint, where an instance where the utilisation of innovation at an individual level within an organisation becomes tentative and contingent upon a former organisational adoption decision is referred to as a “contingent innovation decision” or “forced adoption”. The different phases of innovation adoption are shown in Figure 1.
Identifying and analysing IT adoption models Research on IT innovation adoption and diffusion has long converged on a core set of theoretical models that seek to explain target adopter attitudes and their innovation-related behavior (Gallivan, 2001). The author identified manifold information technology adoption models from the research conducted in the past. These core models are diffusion of innovations (Rogers, 1983), the theory of reasoned action (Ajzen and Fishbein, 1975), the technology acceptance model (Davis, 1989), the theory of planned behavior (Ajzen, 1985), the IT innovation adoption research model (Agarwal and Prasad, 1998), stages of innovation adoption (Becker and Whisler, 1967), and innovation adoption and implementation (Gallivan, 2001). Others reported in the normative literature have received widespread validation for many technological innovations and also where individual autonomy is permitted to adopt or reject an innovation.
Increasing evidence suggests that most of the traditional models neglect the realities of implementing technology innovations within organisations, especially when individual adoption decisions are made at the organisational, division, or workgroup levels, rather than at the individual level (Fichman and Kemerer, 1997; Orlikowski, 1993). Under these conditions, which Zaltman et al. (1973) and Gallivan (2001) also denoted “contingent authority innovation decisions”, organisations make the initial decision to adopt and the targeted users have few alternatives but to adopt the innovation and make the necessary adjustments for using it to perform their jobs. Thus, rather than fitting the conditions under which traditional models of innovation adoption and diffusion (Rogers, 1983) or technology acceptance (Davis, 1989) were created, the reality of innovation adoption and implementation within organisational settings may require modifications to these models. Joshi (1991) reports in this context that successful implementation of modern innovative technologies and management science is critical for enhancing the productivity and the competitive position of an organisation. Karahanna et al. (1999) support this assertion and state that the process
Figure 1. Innovation adoption
process
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of information technology adoption and use is critical to deriving the benefits of information technology. Karahanna et al. (1999) state that integration of innovation with diverse aspects of the organisation including legacy systems in different departments is a major concern for organisations, and also report an issue of integration in the traditional proposed innovation adoption models. These models provide extensive discussions on the process of innovation adoption, but no one model discusses comprehensively the need for integration of these innovations in their innovation adoption process. As mentioned perviously, this issue of integration in government sector organisations is addressed as a prime objective in the author’s research. Additional literature streams of organisational process research and further stage research (Prescott and Conger, 1995) must be considered to develop suitable models to understand the processes and outcomes relevant to individual, workgroup, and company-wide innovation adoption and integration. In the following, the author presents a framework of 11 IT adoption models, but given the constrains on time and other resources, the author briefly describes four IT adoption models.
This section is further organised according to the models shown in Figure 2. The author commences with Lewin’s model (Lewin, 1952). The technologically based organisational innovation and adoption literature is based on the early social change model presented by Lewin (1952). According to Lewin’s model, the process of change is a sequence of three steps:
(1) unfreezing;
(2) moving (or change); and
(3) refreezing.
Dasgupta (1997) explains that these steps remain in dynamic social equilibrium changing from one stage to another. Unfreezing prepares the system for change; in moving the group or unit or system learns new behavior patterns and assimilates the ramification of change. Refreezing refers to making these patterns of behavior a permanent part of the system.
According to Pierce and Delbecq (1977) and Cooper and Zmud (1990) the organisational innovation process consists of three stages:
(1) initiation;
(2) adoption; and
(3) implementation.
These authors define these stages as follows. Initiation is the pressure to change, and gathering and evaluating the information regarding innovation; adoption involves the decision to commit resources to it; and implementation refers to development of and installation activities to ensure that expected benefits of innovation are realised. The initiation stage of the innovation adoption process (see Figure 2) corresponds to the unfreezing stage of Lewin’s change model, while adoption is only a part of the change step of Lewin’s model. Adoption only involves the decision to commit resources to innovation. Learning behavior patterns and assimilation of the ramification of change, which are a part of the moving step and the whole refreezing step, are included in the implementation stage of the organisational innovational model.
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The stages of innovation adoption presented by Becker and Whisler (1967) are based on four stages of the innovation process. These four stages are:
(1) stimulus;
(2) conception;
(3) proposal; and
(4) adoption.
Becker and Whisler (1967) report that the stimulus to the organisation to take the lead in the use of new idea is mediated through individual action. In the second stage, they conceive a plan of action that the organisation should pursue. Again this is an individual act and in highly innovative organisations is presumably exhibited by a number of members simultaneously, each pursuing their own particular conception of what is good for the organisation. In the third stage, a formal proposal is made for the
Figure 2. IT innovation adoption
models and processes
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approval of others in the organisation. The final stage is that of adoption (or rejection). This fourth stage is group process. Becker and Whisler (1967) noted that the factors that may enhance the level of activity in the first three stages might discourage the rate of adoption. The conceptual model adopted for research by Darmawan (2001) is based on a variety of factors that may influence the outcome of adopting and implementing IT in local governments.
These factors range from technological and institutional to personal, social and economic factors. Past research in innovation highlights the importance of human factors, organisational factors, technological factors, and the environmental factors for successful adoption and implementation of an innovation (Tornatzky and Klein, 1990; and Zaltman et al., 1973). By synthesizing various stages of innovation adoption process proposed by previous authors, Darmawan (2001) presented a four phase conceptual model of innovation adoption and implementation process. These four-phase innovation adoption processes consist of initiation phase, adoption phase, implementation phase, and evaluation phase. This four-phase innovation adoption process can also be observed at several levels. Possible adopters of the technology are organisations, organisational units, organisational sub units, and individuals. In Darmawan’s (2001) study, two levels of adoption are considered. The first level of adoption – organisational level adoption – starts when an organisation begins to realise the need for strategic change and decides to incorporate IT. It ends with acquisition of the technology. The second level of adoption – individual level adoption – commences with the acquisition of the technology, and finishes when the technology is utilised.
However, given the constraints on time and other resources, this research study does not seek to examine all possible models. The author concluded from the models shown in Figure 2 that most innovation theorists have terminated their innovation analysis at the adoption stage. What must be done thereafter in terms of actually changing the organisation is the integration of innovative technology with other legacy systems in the organisation. All these models discuss the process of innovation adoption and or diffusion in a broad spectrum and in diverse perspectives, but the author asserts that these models fall short in explaining the post-adoption (technology stance after adoption) viewpoint of the innovative technologies. The author suggests further research from perspective. In the following se
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