Document Type
Article
Publication Date
4-1-2005
Abstract
This study analyzes the decisions of mid-level managers in an organization about whether or not to adopt a new information technology. Prior investigations of technology adoption have focused on firms or organization and the executives who lead them or end-users. They have largely ignored the people in the middle, the managers, who influence the executives and end-users and whose decisions help explain why the development and implementation of new technology falters or fails or succeeds. By contrast, this study uses a survey to explore the decisions of county-based trial court judges who have discretionary power to adopt or not adopt a new statewide case management system. The model that is developed and tested correctly predicts the adoption decisions of the judge participants more than 90% of the time. The findings suggest opportunities for timely and effective executive and practitioner interventions.
Keywords
business ethics
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Hill, James, "Understanding the Decisions of Trial Court Judges to Adopt a New Statewide Case Management System" (2005). Student Scholarship. 517.
https://commons.case.edu/studentworks/517