{"id":357350,"date":"2017-01-25T10:07:52","date_gmt":"2017-01-25T18:07:52","guid":{"rendered":"https:\/\/www.microsoft.com\/en-us\/research\/?post_type=msr-research-item&p=357350"},"modified":"2018-10-16T21:00:03","modified_gmt":"2018-10-17T04:00:03","slug":"return-investment-organizational-adoption","status":"publish","type":"msr-research-item","link":"https:\/\/www.microsoft.com\/en-us\/research\/publication\/return-investment-organizational-adoption\/","title":{"rendered":"Return on Investment and Organizational Adoption"},"content":{"rendered":"
This paper considers the complexity of measuring the return on investment for technology adoption. A brief case study of technology adoption in a large design and construction firm provides a clear view of factors that came into play. The technology considered is simple; the apparent costs and benefits are relatively clear. Four parties are involved: diverse employees interested in using dual monitors, the information technology support group in the organization, an executive who had worked his way up from drafting, and employees of a software company that is considering expanding their support for dual monitor use. In the construction company, a seemingly logical and inexpensive hardware upgrade was subject to a wide range of technical and social pressures, some obstructing and others promoting adoption. Decisions are made in a manner that did not fit the model held by the product planners and designers in the software company.<\/p>\n","protected":false},"excerpt":{"rendered":"
This paper considers the complexity of measuring the return on investment for technology adoption. A brief case study of technology adoption in a large design and construction firm provides a clear view of factors that came into play. The technology considered is simple; the apparent costs and benefits are relatively clear. 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