Abstract
This study explored influences that perceptions of new technology implementation and planning processes, and dimensions of organizational climate have on perceptions of new technology deployment effectiveness. It also examined the extent to which dimensions of organizational climate moderates the relationships among new technology implementation, planning, and new technology deployment effectiveness.
 Data for this study was collected from 100 employees within 6 different types of organizations that had recently installed new technology. The results of the study indicate that these factors do indeed influence new technology deployment effectiveness. Organizational climate was not shown to have a moderator affect.
Highlights
The rapid speed of technological development and its effect on organizational strategy, structure, and processes has created a critical need for a systematic approach to managing technology
Technology management has its roots in strategic management, engineering management, innovation management and R & D management, all dating back to the 1970’s (Ulhoi, 1996)
Technology management refers to the management strategies and processes that are utilized in the effective deployment and maintenance of technology
Summary
The rapid speed of technological development and its effect on organizational strategy, structure, and processes has created a critical need for a systematic approach to managing technology. Strategies and processes consist of such things as the assessment and requisite changes of the organizational structures, work processes, modes of integration, communication networks, and human resources that are needed to effectively bring about an isomorphic relationship between technology and the accomplishment of organizational objectives This exploratory study examined the extent to which perceptions concerning technology planning, implementation, and organizational climate influence perceptions of the effectiveness of new technology. Organizational climate refers to: “a relatively enduring quality of the internal environment of an organization that is (a) experienced by its members, (b) influences their behavior, and (c) can be described in terms of a particular set of characteristics or attributes of the organization” (Tagiuri, 1968, p 35) This definition conceptualizes climate as a construct that is linked to perceived qualities of the organization such as leadership, organization design, decision-making processes, and organizational policies and procedures (Guion, 1973). Innovation and organizational learning (Agrell & Gustafson, 1994; Anderson & West, 1994) very little empirical attention has been directed to describing its role in technology management issues
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