Implementing technological change in anorganisation: a comparative analysis of concepts

This article reveals the research issues related to the implementation of technology-driven change, distinguishes differences in techno-change, information technology projects and organisational change programmes, and names the stages in the implementation of technology-induced change, and comparative technological models of research of acceptance of change. The scientific literature points out that techno-changes differ from the usual information technology and organisational change programmes, because not only do they focus on the improvement of technological activities, but they also have a huge impact on users (people, processes, organisational activities). Technochange differs from organisational change, in that in this type of change, information technologies, information technology specialists and technical methodologies are very clearly involved in the change, and technochange is distinguished by its complexity. Three or four stages are usually distinguished for the implementation of technology-induced changes in organisations by the most commonly used phases in the life cycle of technological change proposed by Markus (2004). In models of the acceptance of technological change, an organisation is treated as a combination of two interconnected systems, technical and social. The implementation of technological change is aimed at harmonising the structure of technical and social organisation, and improving the activities of the organisation. The success of technological change is linked to the balance of technology, consumers and tasks, and the political, technological and social consequences. In this way, structural, strategic and intellectual, as well as social and cultural dimensions are included at organisational and individual levels of change. An analysis of concepts of the implementation of technological change is useful in understanding not only the implementation of technological change itself, and the analysis of its technical characteristics and the management of their acceptance. It is also useful for understanding the social side of the organisational structure, its capacity and infrastructure levels, the personal reasons why individual employees tend to resist technological change, what interventions can be made, and how to influence workers’ behaviour to help reduce their resistance to technological change