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Leadership and change management.
1R.A. Stahl Company, Attleboro, MA, USA.
Hospital Materiel Management Quarterly
|January 8, 1996
Summary
Many programs fail to improve competitiveness by focusing solely on information technology. This article explores other critical change elements, like behavior, and the drivers behind it for better program outcomes.
Area of Science:
- Business Strategy
- Organizational Behavior
- Information Systems
Background:
- Many competitiveness improvement programs prioritize information technology (IT) implementation.
- This narrow focus often leads to suboptimal or failed outcomes.
- A broader perspective encompassing human and organizational factors is frequently overlooked.
Purpose of the Study:
- To identify why IT-centric programs often fail to enhance competitiveness.
- To highlight the importance of considering multiple change elements beyond technology.
- To introduce a framework for understanding the drivers of behavioral change.
Main Methods:
- Conceptual analysis of program failures.
- Literature review on organizational change and behavior.
- Development of a behavioral model (motor, motive, mirror).
Main Results:
- Competitiveness initiatives succeed when they integrate IT with behavioral change.
- Behavioral elements are crucial for the effective adoption and utilization of technology.
- The 'motor, motive, and mirror' framework provides insight into behavioral dynamics.
Conclusions:
- Information technology alone is insufficient for driving competitiveness.
- Successful change programs must address the underlying human behaviors and motivations.
- Understanding the drivers of behavior is key to achieving sustainable competitive advantage.