The joint influence of technology uncertainty and interorganizational interaction on external technology integration success

Gregory N. Stock, Mohan V. Tatikonda

Research output: Contribution to journalArticlepeer-review

108 Scopus citations

Abstract

This paper empirically examines the acquisition of a technology from a source outside the firm and its incorporation into a new or existing operational process. We refer to this key activity in process innovation as external technology integration. This paper develops a conceptual framework of external technology integration based on organizational information processing theory and technology management literature. The primary hypothesis underlying the conceptual framework is that external technology integration will be most successful when the level of interaction between the source of the technology and recipient of the technology is appropriately matched, or fit, to the characteristics of the technology to be integrated. The conceptual framework also develops other hypotheses relating to contextual factors that may also influence the success of external technology integration. A cross-sectional survey methodology is employed to test the four hypotheses of the conceptual framework, with the results indicating strong support for the fit hypothesis and general support for the contextual hypotheses. The paper closes with a discussion of the implications of this study for both theory and practice.

Original languageEnglish (US)
Pages (from-to)65-80
Number of pages16
JournalJournal of Operations Management
Volume26
Issue number1
DOIs
StatePublished - Jan 2008
Externally publishedYes

Keywords

  • Information processing theory
  • Interorganizational interaction
  • Technology projects
  • Technology uncertainty

ASJC Scopus subject areas

  • Strategy and Management
  • Management Science and Operations Research
  • Industrial and Manufacturing Engineering

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