ABSTRACT
This study concentrates on the problems of stakeholders (managers and workers) interacting in the context of implementing information technologies. The impacts of the interaction between structural and cognitive aspects of interdependence on implementation effectiveness in the context of process innovations are investigated. Structural interdependence means that managers have to rely upon workers’ knowledge and skills to assimilate innovations which are institutionalised in worker participation and mostly represented by user participation in innovations processes. Cognitive interdependence means that (1) stakeholders monitor each others’ interventions and judge their outcomes, (2) stakeholders can disagree about their judgements of intervention outcomes. Implementation effectiveness refers to the consistency, acceptance and quality of targeted organisational members’ use of a specific innovation.
