Climate to support technology change: An empirical study of an HRIS implementation

Despite their widespread application over many years, the implementation of human resource information systems continues to be fraught with problems. Failures and complications are frequent with estimates ranging between 40% and 70%. Costs of failed technology projects are immeasurable but some estimates are in excess of US$12.6 million per project. Even when implemented, there is evidence that the management information systems are used strategically. There is limited recent empirical research conducted during HRIS implementation and in particular few studies have explored the climate of the organization within which the project operates. Integrating project implementation methodologies within a change management and innovation framework offers alternative direction for research and new insights to improved implementation methodologies. In this paper, we report a study of an HRIS implementation of 6500 employees during a period of ma jor organizational change. The study tests a model of predictors of support for innovation and change. In accordance with our propositions, we find that transformational leadership, information about technology change, emotional satisfaction and participative decision making account for 46% of the variance in support for new ideas. This study is distinguished by the direct application of the findings to inform the implementation methodology.