A technological change can be partially or totally boycotted during its implementation. The initial sponsors of an innovation can end up causing its failure. It is only within a social network that the implications of an innovation become visible to the actors thus creating a misfit between their professed and performed attitudes. A study of the introduction of a new Information System in an Italian small firm has been carried out.
How the social network can boycott a technological change: a grounded theory for innovation failure in a small organization / Macri', Diego Maria; Mr, Tagliaventi; Bertolotti, Fabiola. - STAMPA. - (1999), pp. 125-133. (Intervento presentato al convegno Technology and Innovation Management: Setting the Pace for the Third Millennium tenutosi a Portland nel 25-29 july).
How the social network can boycott a technological change: a grounded theory for innovation failure in a small organization
MACRI', Diego Maria;BERTOLOTTI, Fabiola
1999
Abstract
A technological change can be partially or totally boycotted during its implementation. The initial sponsors of an innovation can end up causing its failure. It is only within a social network that the implications of an innovation become visible to the actors thus creating a misfit between their professed and performed attitudes. A study of the introduction of a new Information System in an Italian small firm has been carried out.
| File | Dimensione | Formato | |
|---|---|---|---|
|
PP447M.pdf
Accesso riservato
Tipologia:
AO - Versione originale dell'autore proposta per la pubblicazione
Dimensione
119.54 kB
Formato
Adobe PDF
|
119.54 kB | Adobe PDF | Visualizza/Apri Richiedi una copia |
Pubblicazioni consigliate
I metadati presenti in IRIS UNIMORE sono rilasciati con licenza Creative Commons CC0 1.0 Universal, mentre i file delle pubblicazioni sono rilasciati con licenza Attribuzione 4.0 Internazionale (CC BY 4.0), salvo diversa indicazione.
In caso di violazione di copyright, contattare Supporto Iris
