Testing Klein and Sorra's innovation implementation model: An empirical examination
Despite a substantial volume of research activities on innovation implementation [Holahan, P.J. Aronson, Z.H. Jurkat, M.P. Schoorman, F.D. 2004. Implementing computer technology: a multiorganizational test of Klein and Sorra's model. Journal of Engineering and Technology Management 21 (1) 31 50; Klein, K.J. Sorra, J.S. 1996. The challenge of innovation implementation. Academy of Management Review 21 (4) 1055 1080; Kwon, T.H. Zmud, R.W. 1987. Unifying the fragmented models of information systems implementation. In: Hirschheim, B.R. (Ed. Critical Issues in Information Systems Research. John Wiley and Sons Ltd. New York, pp. 227 252] implementation outcomes continue to disappoint particularly those related to large scale information systems (ISs) implementation projects [Aiman Smith, L. Green, S.G. 2002. Implementing new manufacturing technology: the related effects of technology characteristics and user learning activities. Academy of Management Journal 45 (2) 421 430; The Standish Group International Inc. 1995. Chaos (Application Project Failure and Success) Access http:/www.standishgroup.com/chaos.html; Whittaker, B. 1999. What went wrong? Unsuccessful information technology projects. Information Management Computer Security 7 (1) 23 29] In 1996, Klein and Sorra introduced a promising model that posited key determinants of implementation effectiveness. In this paper we present new validated construct measures, and then test the Klein and Sorra model using a survey of 209 employees in seven organizations. Our results demonstrate that IS implementation effectiveness is influenced directly and indirectly by innovation values fit, and indirectly by implementation climate.