Organizational learning in high-technology purchase situations: The antecedents and consequences of the participation of external IT consultants

2.50
Hdl Handle:
http://hdl.handle.net/2436/15825
Title:
Organizational learning in high-technology purchase situations: The antecedents and consequences of the participation of external IT consultants
Authors:
Dawes, Philip L.; Lee, Don; Midgley, David
Abstract:
Typically, research on organizational learning has been conceptual in nature. In a departure from this tradition, we develop and test a structural model of organizational learning in the context of the purchasing of an expensive and complex product in the information technology (IT) area. The key focus of our research is the participation of external IT consultants and our model links seven explanatory constructs that are consistent with the process school of thought in organizational learning. More specifically, two organizational variables–formalization, strategic importance–and two individual-level variables–stakeholding, prior experience–are viewed as antecedents of consultant participation. In contrast, we view internal search effort, external search effort, and organizational learning as consequences of consultant participation. As predicted, all four antecedent variables affected consultant participation. Moreover, we found that, while consultant participation had a positive impact on internal search effort and organizational learning, its impact on external information search effort was negative.
Citation:
Industrial Marketing Management, 36(3): 285-299
Publisher:
Elsevier
Issue Date:
2007
URI:
http://hdl.handle.net/2436/15825
DOI:
10.1016/j.indmarman.2005.06.009
Additional Links:
http://dx.doi.org/10.1016/j.indmarman.2005.06.009; http://www.elsevier.com/wps/find/journaldescription.cws_home/505720/description#description
Type:
Article
Language:
en
Description:
Metadata only
ISSN:
0019-8501
Appears in Collections:
Management Research Centre

Full metadata record

DC FieldValue Language
dc.contributor.authorDawes, Philip L.-
dc.contributor.authorLee, Don-
dc.contributor.authorMidgley, David-
dc.date.accessioned2008-01-08T13:46:34Z-
dc.date.available2008-01-08T13:46:34Z-
dc.date.issued2007-
dc.identifier.citationIndustrial Marketing Management, 36(3): 285-299en
dc.identifier.issn0019-8501-
dc.identifier.doi10.1016/j.indmarman.2005.06.009-
dc.identifier.urihttp://hdl.handle.net/2436/15825-
dc.descriptionMetadata onlyen
dc.description.abstractTypically, research on organizational learning has been conceptual in nature. In a departure from this tradition, we develop and test a structural model of organizational learning in the context of the purchasing of an expensive and complex product in the information technology (IT) area. The key focus of our research is the participation of external IT consultants and our model links seven explanatory constructs that are consistent with the process school of thought in organizational learning. More specifically, two organizational variables–formalization, strategic importance–and two individual-level variables–stakeholding, prior experience–are viewed as antecedents of consultant participation. In contrast, we view internal search effort, external search effort, and organizational learning as consequences of consultant participation. As predicted, all four antecedent variables affected consultant participation. Moreover, we found that, while consultant participation had a positive impact on internal search effort and organizational learning, its impact on external information search effort was negative.en
dc.language.isoenen
dc.publisherElsevieren
dc.relation.urlhttp://dx.doi.org/10.1016/j.indmarman.2005.06.009en
dc.relation.urlhttp://www.elsevier.com/wps/find/journaldescription.cws_home/505720/description#descriptionen
dc.subjectConsultantsen
dc.subjectOrganisational learningen
dc.subjectStructural modellingen
dc.subjectSyntactic information searchen
dc.subjectInformation technology-
dc.titleOrganizational learning in high-technology purchase situations: The antecedents and consequences of the participation of external IT consultantsen
dc.typeArticleen
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