Class 22 Systems Adoption Process MIS 2000 Information Systems for Management Instructor: Bob Travica Updated 2014

Outline Concept of Systems Adoption Factors of Systems Adoption Summary Speed of Systems Adoption Management of IS Adoption Process/Change Management Process 2 New System vs. Old Organization

SA – one of core IS issues Definition: SA is a process of translating an IS into routine use. Focus is on IS users, especially primary users. Often, adopting a system runs in parallel with adopting new processes (PPC case). This complicates adoption. * Concept of Systems Adoption/Acceptance (SA) 3

Factors of Systems adoption Rogers (1962, 1983); check Note for explanation. * 4 New IS Adoption Visibility Compatibility Complexity (ease of use) Relative Advantage (usefulness) Trialability /-

Rogers looks at adoption as a process of innovation diffusion, which involves a communication channel, time, and members of a social system (organization, group). Five steps in adoption process: * Adoption Process 5 Get aware Interest Evaluate/ Decide Implement Confirm Reject Evaluation positive? No Yes Evaluation positive? Yes No

Speed of Innovation Adoption 6 Usually, a half of people belong to earlier and a half to later adopters. Fine grained grouping shows that very early and very late adopters also balance each other.

3. Reinforcement of status quo: New IS adopted but they do not change old processes and management. Case of computerizing American city administration 1.IS Adoption and Change of status-quo: New IS adopted and old processes changed. Case of Financial Information System (an MIS for finance & accounting) New processes & IS New proc. & IS Currentorganization(status-quo) 2. IS Rejection and No Change of status quo: New IS blocked and old processes continue. Case of Electronic Medical Record Systems 615 Management Information Systems New System vs. Old Organization Different groups in organizations react differently to new IS and business processes. Groups may collide with new IS/processes and block them, or accept them accept which are good for some groups but less so for others. Decisions can also impact organizational goals in different ways. * New IS, new/old proc. 7 of 13

8 1.Change of status-quo In FIS case, corporate accountants influenced decisions on IS design and accounting rules, which undermined the position of management accountants. FIS pushed on all accountants and changed accounting processes in the pharmaceutical company. New proc. & IS Currentorganization(status-quo) 615 Management Information Systems New System vs. Old Organization: ADOPTION AND CHANGE

9 New processes & IS Currentorganization(status-quo) 2. IS Rejection and No Change of status quo EMRS and new processes in some Quebec hospitals were rejected. Investment in new IS did not pay back and the old organization had persisted. * 615 Management Information Systems New System vs. Old Organization: REJECTION AND NO CHANGE

10 3. Reinforcement of status quo New IS developed so that old processes are put in electronic form. Consequently, organization did not change with IS adoption.* 615 Management Information Systems Currentorganization(status-quo) New IS, new/old proc. New System vs. Old Organization: ADOPTION AND NO CHANGE

The S-Curve of Innovation Adoption – Various Technologies Look for the inflection point (“tipping point”) where the curve start going up to reason if a new technology gets a market. 11

Managing IS Adoption Process Get aware Interest Evaluate/ Decide Implement Confirm Promote + Give access to IS Motivate + Train for IS & process Assess adoption rate & users satisfaction Manage Maintenance Facilitate org. learning Celebrate achievements Stimulate adoption Block opposition Repeat until end of critical period End of critical period Rogers’s adoption process mapped into adoption management process. Management activities are the methods and moves, which managers can take to facilitate system adoption; also called change management. 12 Assess C/B of IS Critical period

Summary SA is a process of translating an IS into routine use. Often difficult to trasnlaqt3e from adopting new processes. Factors of systems adoption are complexity/ease of use, relative advantage, compatibility, trialability, and visibility. Adoption process consists of steps an individual goes through awareness, interest, evaluation/decision, implementation, and confirmation (the last 2 if decision is to accept IS). In the overall population of a system adoption (or any innovation), 50% of users are early adopters and 50% are late. Adoption of any innovation follows an S-curve showing adopter percentage over time. For managing adoption, the point at which adoption starts shooting up matters. IS adoption is influenced by different groups in organizations. Depending on their relative power, 3 scenarios are possible: (1) IS adoption & process change, (2) IS rejection, old process persist, and (3) IS adoption old processes reinforced. Managing system adoption (change management) involves supporting users in their adoption by promoting a system, making it available for trial, motivating, training, stimulating early adopters, assessing user satisfaction and adoption rates, managing maintenance, blocking opposition, facilitating org. learning, and celebrating achievements resulting from system adoption. 13