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The joint influence of technology uncertainty and interorganizational interaction on external technology integration success
Author(s) -
Stock Gregory N.,
Tatikonda Mohan V.
Publication year - 2008
Publication title -
journal of operations management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.649
H-Index - 191
eISSN - 1873-1317
pISSN - 0272-6963
DOI - 10.1016/j.jom.2007.04.003
Subject(s) - knowledge management , conceptual blending , conceptual framework , conceptual model , process (computing) , information technology , key (lock) , computer science , technology integration , technology management , process management , business , psychology , cognition , sociology , social science , pedagogy , computer security , database , neuroscience , educational technology , operating system
This paper empirically examines the acquisition of a technology from a source outside the firm and its incorporation into a new or existing operational process. We refer to this key activity in process innovation as external technology integration . This paper develops a conceptual framework of external technology integration based on organizational information processing theory and technology management literature. The primary hypothesis underlying the conceptual framework is that external technology integration will be most successful when the level of interaction between the source of the technology and recipient of the technology is appropriately matched, or fit, to the characteristics of the technology to be integrated. The conceptual framework also develops other hypotheses relating to contextual factors that may also influence the success of external technology integration. A cross‐sectional survey methodology is employed to test the four hypotheses of the conceptual framework, with the results indicating strong support for the fit hypothesis and general support for the contextual hypotheses. The paper closes with a discussion of the implications of this study for both theory and practice.