Studying ComputerAided Software Engineering Diffusion in Organizations: Complementing Classical Diffusion Theory With Organizational Learning Perspective

TL;DRAbstract

Computer-aided software engineering (CASE), a relatively recent technological innovation, is viewed by both researchers and practitioners as a potential means to increase the productivity (Banker and Kauffman, 1991; Norman and Nunamaker, 1988; Stamps, 1987; Swanson, et al., 1991) and quality (Howard, 1990) of information systems development activities, reduce costs and time spent in systems development (Feuche, 1989; Martin, 1989), and ease the software development and maintenance burden threatening to overwhelm information systems departments (Bachman, 1988; Banker and Kauffman, 1991; Swanson, et al., 1991). Actual experiences with CASE tools, however, have been mixed. While some studies have reported productivity gains (or perception of such gains) from the use of CASE tools (Banker and Kauffman, 1991; Necco, et al., 1989; Norman and Nunamaker, 1988; Swanson, et al., 1991), many others have found that the expected productivity gains are elusive (Card, et al., 1987; Yellen, 1990), or

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