The effects of technological and organizational innovations on business value in the context of a new product or service deployment

This Dissertation is a qualitative case study that examines transformative technical adaptations and organizational process changes in the context of a new product deployment in a large Telecommunications Corporation. The dissertation advances the existing body of knowledge and understanding of how the interactions of technology and organizational changes contribute to the successful deployment of new product and service initiatives that generate business value.The study was conducted in a telecommunications corporation where the relationships of the Business Owner and IT organization stakeholder groups were undergoing rapid change, and whose End User Technicians were using a new mobile technology and software applications to deliver services to customers. The product and service studied in this dissertation is the deployment of a new fiber optic network and associated services to the homes of customers. The study resulted in a set of critical success factors that are perceived by the stakeholder groups as leading to the successful implementation of the Fiber Optic network services at the customer premises with the associated increase in business value measures. The deployment of the technological advancement reduced calls for assistance from Technicians by 50 percent during the first year that it was deployed.These Critical Success Factors are intended to serve as best practices for other organizations facing similar technical, organizational and service opportunities. Eight Critical Success Factors emerged from this study. Five of these factors are referred to elsewhere in related literature pertaining to successful implementation strategies for Information Technology implementations. This dissertation extends their validity to the arena of large-scale network deployment installations. Three new factors emerged. These are the importance of participant observation by the IT organization in the work environment of the End Users, establishing a joint hotline with the IT organization and the End User stakeholder groups, and ensuring that other IT application teams are aware of any technical innovations that might affect interdependent systems.The dissertation extends existing established technology innovation and organizational change models, most notably the Task-Technology Fit Model established in 1995 by Goodhue and Thompson and the Bunker Framework established in 2007.