學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
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- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
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- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Implementing New Technology
內容大綱
When introducing a new technology to their company, implementation managers must bridge the gap between the designers and the users of the innovation, and make the transition as smooth as possible. This task is especially difficult when they are met with employee ambivalence and resistance. Moreover, those employees who enthusiastically accept the innovation may not be regarded as leaders in the company. Implementation managers, then, must learn to see themselves as internal marketers, guiding the innovation from the laboratory to the workplace and meeting both developer and user needs, while preparing the organization to receive the technology.