Política en la implementación de estrategia tecnológica

Abstract

A significant managerial issue, organizations exhibit large variance in the implementation of their technology strategies. There is an extant theory gap at the intersection of politics and technology strategy implementation. Inductive, exploratory case study research was conducted at three different Canadian organizations to explore the linkage between politics and technology strategy implementation failure. It was found that six factors contributed to this variance: manner of performance recognition, organizational alignment of activities, mission/vision statement achievability, process transparency, governance complexion and sophistication in technology strategy development. While the factors were expressed differently among the organizations, the political activity enabled by these six factors influenced the implementation variance significantly, ranging from nearly no implementation variance to more than 100% implementation variance. Therefore, in the relationship between these variables and technology strategy implementation, there is an identifiable intermediate, dependent variable, political behaviour, which expresses a strong, linear, monotonic, positive relationship with the six independent variables. The variable political behaviour has a strong, linear, monotonic, negative relationship with the second dependent variable, technology strategy implementation achievement. Departing from extant studies, the most ostensibly significant factors were mission statement achievability, representative governance structure, and process transparency, which collectively set out the existential direction of the organization, empowered individuals to act for the organization and not in self-interest, and shone a light on all areas of the organization so that political actions were subject to the Spotlight Effect to the extent possible. In the reduction of political behaviour, technology strategy achievement was increased.