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2016•Unpublished venueRequires access

Unfolding the Types of Organizational Inertia in Information Systems Adoption

Tapani Rinta-Kahila, Esko Penttinen, Anssi Nevalainen

Open publisher page 11 citations

Abstract

Even though a company is willing to adopt an information system, there is often some organizational inertia associated with the adoption process. In this paper, we explore the types of inertia in IS adoption in the context of a specific business process. Drawing on seven case studies where inertia can be observed, we illustrate the inertia types found in earlier research and find indication for the existence of two new types of inertia: externality inertia and mimetic inertia.

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What this paper is about

Even though a company is willing to adopt an information system, there is often some organizational inertia associated with the adoption process. In this paper, we explore the types of inertia in IS adoption in the context of a specific business process. Drawing on seven case studies where inertia can be observed, we illustrate the inertia types found in earlier research and find indication for the existence of two new types of inertia: externality inertia and mimetic inertia.

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OpenAlex reports 11 citations for this work. Citation counts describe recorded attention and do not establish research quality.

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Available abstract

Even though a company is willing to adopt an information system, there is often some organizational inertia associated with the adoption process. In this paper, we explore the types of inertia in IS adoption in the context of a specific business process. Drawing on seven case studies where inertia can be observed, we illustrate the inertia types found in earlier research and find indication for the existence of two new types of inertia: externality inertia and mimetic inertia.

Key concepts: Inertia, Context (archaeology), Process (computing), Externality, Knowledge management, Computer science, Business, Microeconomics

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