Technology decision making in organisations

Abstract

This paper reviews theories of decision making and relates these to decision making processes concerning innovation or technology adoption in organisations. Technology decision making is like a relay race in which a set of players is involved. The decision is the baton which passes from one set of players (proponents) to the others (senior managers and corporate management). Unlike a proper relay race, the baton may be dropped at any stage as a result of many factors, and the race becomes terminated before it gets to the final stage (adoption). Technology decision is made under an environment which is a mixture of certainty, uncertainty, risk and pressure. To achieve successful innovation decision making, a combination of rational-analytical, intuitive-emotional and behavioural-political approaches as well as social components are required on the part of the champions or the proponents — both in the public and private sectors. In some organisations an office of innovation, consisting of people from various units of the organisation, is created to reduce the rigour of the decision making process.