Business Administration Project Topics

Impact of Technological Change on Organizational Success

Impact of Technological Change on Organizational Success

Impact of Technological Change on Organizational Success

Chapter one


The study, apart from aiming at adding to the scanty available works on technological change in Nigeria, skill has the following objectives:

  1. To examine reasons for organizational change
  2. To examine the problem emanating from the change in organization
  3. To identify manpower consequent to adoption of automation technology and find solutions to them.
  4. To determine the effects of technology change on the workers and their unions.
  5. To determine the cost and benefits of advanced technology over orthodox system.




Technology is a systematic application of physical forces for production of goods and services. The knowledge used in practical ways in industry (Oxford 2005). It is the knowledge, process, tools, methods and systems employed in the creation of goods and improving in services. Technology is the result of man’s learned and acquired knowledge or his technical skills regarding how to do things well (Khalil, 2000). Technological innovation provides the life-blood of economic activities. Technological innovation is a tool for economic growth and the application of those inventions to meet emerging business opportunities, and to meet social needs, and environmental challenges. For any organization to be able to compete, it must be technologically innovative. Technological innovation and core competitiveness enjoy symbiotic relationship (Prhanlad & Hamel, 1990). Technological Innovation Capability (T.I.C) is an important component of the core competitiveness of the manufacturing industry, and core competitiveness play a role in promoting or influencing technological innovation. Technology should be so designed to be able to match the marketing capability of the organization and be seen as reflecting in the strategic plan of the firm and its overall success. Innovation should match resources inputs, technology and market. This according to Liao (2001) is part of innovation and the new combination of various elements of productivity.


Arthur et. al., (2004) see integrating marketing innovation as a crucial industrial driving force – To them, when firms are successful in introducing new ways to market their products, they can spark a burst of buyers interest, widen industry demand, increase product differentiation and lower limit cost, any or all of which can alter the competitive positions of several firms and force strategy revision. To Arthur et. al., a synergy between technological change, product innovation and marketing innovation are good enough driving force to propel a firm to have competitive edge over their competitors. There is need for these technological innovation capabilities (which serve as the driving force) and strategic plan capabilities. Marketing capabilities are prerequisites to sound strategy marketing. This synergy is a dynamic situation as it combine necessary innovative capabilities to respond to the environment. According to Kazmi (2008), an organization need to possess dynamic capabilities to adjust in order to respond to the external environment. The fall-out of above analysis is to create value for our product to be better priced and purchased in the market. To innovate is to create value (Kim and Mauborgne, 1999). The essence of innovation is to create value (Kim and Mauborgne, 1999).





In this chapter, we described the research procedure for this study. A research methodology is a research process adopted or employed to systematically and scientifically present the results of a study to the research audience viz. a vis, the study beneficiaries.


Research designs are perceived to be an overall strategy adopted by the researcher whereby different components of the study are integrated in a logical manner to effectively address a research problem. In this study, the researcher employed the survey research design. This is due to the nature of the study whereby the opinion and views of people are sampled. According to Singleton & Straits, (2009), Survey research can use quantitative research strategies (e.g., using questionnaires with numerically rated items), qualitative research strategies (e.g., using open-ended questions), or both strategies (i.e., mixed methods). As it is often used to describe and explore human behaviour, surveys are therefore frequently used in social and psychological research.


According to Udoyen (2019), a study population is a group of elements or individuals as the case may be, who share similar characteristics. These similar features can include location, gender, age, sex or specific interest. The emphasis on study population is that it constitutes of individuals or elements that are homogeneous in description.

This study was carried to examine a critical analysis of the causes and impact of premarital sex among females students in secondary schools. Selected secondary schools in Itak, Akwa Ibom state form the population of the study.




This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of eighty (80) questionnaires were administered to respondents of which only seventy-seven (77) were returned and validated. This was due to irregular, incomplete and inappropriate responses to some questionnaire. For this study a total of 77 was validated for the analysis.




It is important to ascertain that the objective of this study was to ascertain impact of technological change on organizational success. In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing impact of technological change on organizational success


This study was on a impact of technological change on organizational success. Five objectives were raised which included:  To examine reasons for organizational change, to examine the problem emanating from the change in organization, to identify manpower consequent to adoption of automation technology and find solutions to them, to determine the effects of technology change on the workers and their unions and to determine the cost and benefits of advanced technology over orthodox system. A total of 77 responses were received and validated from the enrolled participants where all respondents were drawn from Multichem Industries Limited. Hypothesis was tested using Chi-Square statistical tool (SPSS).


The study was carried out to elicit the response of the employees as they perceive the subject matter on their company. The researcher work concluded that strategic planning capability and marketing capability jointly and independently predict organizational performance. Finally, because there is a positive interaction between performance variables i.e resources availability, staff quality, productivity, sales revenue, financial strength, public image and good will. Hence, there is main and interactive effect of strategic planning and marketing capability on organizational performance. This corroborates the assertion that there is need for technological innovation capabilities (which serves as driving force) and strategic planning capabilities (Yann C.M et. al 2004).


Manufacturers should be innovative about their technology so that they can be competitive in the market.

  • That companies should train their employee so that they can master new innovation, so they can be productive, which will lead to better performance
  • There should be pragmatic strategic planning capability in order to bring about superior performance and ultimately sustained competitive advantage.

The company should embrace marketing capability that can help in the effective and efficient management of marketing mix.


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  • Daniels, E (2002). The Dynamic of Product Innovation and Firm Competences, Strategic Management Journal. Vol. 23, pp 1095-1125.
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  • Guan, J and Ma, N (2003), Innovative Capability and Export Performance of Chinese Firms, Technovation, Vol. 23, pp 737 – 747
  • Kelly, P and Kranzberg, M (1978), Technological Innovation, San Fracisco, Sac Fracisco Press.
  • Khalil, T. (2000). Management of Technology. The Key to competitiveness and Wealth Creation, McGrawHill.
  • Kim, W.C. and Mauborgue, R (1999) Strategy, Value Innovation and the Knowledge economy. Sloan Management Review, 40, 3, Spring, 41-54
  • Lei Ying, Lin Yusheng (2006), SWOT analysis of SMB Technology Innovation.
  • Lia O. Zhan (2001), Technology Innovation Concepts, Strategies and Research Methods. Yunnan Materials. Oxford Advance Learner Dictionary, (2005).
  •  Prhanlad C.K and Hand G (1990), The core competencies of Corporation Business Review.
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