The introduction of technological advancement in a firm initiates a diversified set of challenges to management than proficient project administration. Usually although, the managers responsible for deploying technology into routine use are much better equipped by experience and knowledge to mentor that innovation’s progress than handle its adoption. The implementation manager has to incorporate the opinion and requirements of both users and developers. Possibly the smoothest method to execute this task of adoption is intrinsic marketing, not selling, job. The concerning users in an advanced technology’s design stage to amplify user satisfaction is well known, but the accurate time, extent, and type of user involvement will differ from firm to firm. Research suggests that successful implementation needs heavy investment by developers early in the project and a continued level of investment in the resources of user firms. Apparent resistance to any innovation mainly evolves out of errors or ignored problems in an implementation plan. Implicit resistance does not vanish but festers, evolves into obstructs, or surfaces later when consumed resources.
Case – Reference no. 621-0054-1
Authors: Muhammad Usman Tariq
Published by: Abu Dhabi School of Management
Published in: 2021
Length: 10 pages
Topics: Technology; Firms; R&D; Capability; Management
