Integrative of Perceived Management Support on Information Technology Innovativeness

Government Information Technology Innovativeness defined as notion of openness to new information technology ideas in the government as an aspect of an organizational culture. In adopting the information technology innovativeness, management support plays a crucial effect. Misunderstood organizational characteristic within information technology innovativeness may generate unrealistic or inaccurate outcomes. Unfortunately, the effect of organizational context is nearly ignored in information technology innovativeness literature. In response, using the Resources based view (RBV) and Diffusion-Innovation-Theory (DIT), this paper argues on the interaction between the influence of organizational characteristic (management support), so as to explain information technology innovativeness. This proposition could improve understanding the information technology innovativeness and help to resolve inconsistency of findings in the literature.


Organization Innovativeness
Organization Innovativeness is the notion of openness to new ideas as an aspect of an organizational culture (Venkatesh & Bala, 2012). In other words, it is the creativeness of an organization in coming up with ideas that promote the development of the organization.

Management support
Management technology support refers to the degree of managerial and organizational openness of technological change (Cho & Kim, 2002). This study will define management support as the effect on the Government Information Technology Innovativeness in the local government in Gaza strip -Palestine.
Nowadays governments operate in an environment characterized by the rapid pace of technological change (Shokralla, Spall, Gibson, & Hajibabaei, 2012). It is essential that governments reinvent themselves, as they face many tests such as the complexity of providing public services and the constant change in the nature of governmental work and publicity within institutions. This change requires management support of government information technology innovativeness (Lewis et al, 2013).
Furthermore, public institutions are looking to improve their managerial methods and goals in line with environmental circumstances by adjusting the organizational culture in line with technology. Given that technology improvement and growth is racing ahead, more and more attention is being paid to the influence of technology on organizational culture (Vaccaro, Jansen, Van Den Bosch, & Volberda, 2012).
In addition, the role of management appears to be crucial in achieving synergy between the activities and operations in public institutions, because management is an important source to achieve organizational goals. Management is responsible for understanding the organizational principles and values of its employees and workers, in addition to generating synergy and compatibility between them (Manna, 2012;Turban & Volonino, 2010).
We found that management support is a critical and significant issue in the implementation and adoption of information technology innovation in local government in the Gaza Strip that leads to achieving and maintaining a critical advantage. There is frequent recognition of the dynamic role played by management in identifying and taking advantage of opportunities and making decisions on government information technology innovativeness to add value to public institutions and governments working process (El-Ghorra, 2011;Elenkov, Judge, & Wright, 2005). The interface between management and innovation has received significant attention by researchers (Kim, Dong Kumar, Vinod Kumar, & Uma, 2012;Sharma, Srinarayan Rai, & Arun, 2003;West et al., 2003).
Many studies that examined the relationship between top management and innovation to show that management support positively affects information technology innovation and that there is a positive connection between innovation and governmental initiation (Bowen, Rostami, & Steel, 2010;Ryan & Tipu, 2013). The underlying forces of working conditions in evolving countries pose challenges to management, where the necessity for government information technology innovativeness stands out as a main contributing tool to achievement of sustainable benefit for survival in the public sector (Chandiwana, 2013).
Consequently, management plays an essential role in the detection of information technology innovations given a suitable environment, and in making polices that enhance the successful creation and execution of understanding (Mason, 2015).
Many researchers have stated that management support plays an important role in organizational consequences (Agbim, 2013;Chahine & Goergen, 2013). Further researchers still have recommended that management support have a key role in encouraging the adoption of information technology innovative activities in organizations (Denti & Hemlin, 2012;Kim et al., 2012Makri & Scandura, 2010. López Sánchez and Santos-Vijande (2016) found that there is a relationship between management support and innovativeness. They argue that management support top in term of provision of necessary resources, giving priorities to needs, and actively involved in the delivery of project has impact on innovative service delivery.

Standpoints on the impact of management support of information technology innovativeness
Government information technology innovativeness is a process whereby directors spread an information technology into a civilian user community (Mergel, 2013). The management support is thought to be critical for information technology innovation implementation success in the public sector (Elbanna, 2013).
Many of the studies have examined the impact of management support on information technology innovation implementation outcomes. It has been found that management support significantly affects technology innovations (Bose & Luo, 2011), institutional success (Popovič, Hackney, Coelho, & Jaklič, 2012), progressive use of information technology innovation, and organizational information technology innovation adoption (Venkatesh, Thong, & Xu, 2012).
These researches differ in their viewpoints relating to the effect of management support, and different findings have been reached. For example, many researches shed light on the effect of management support, European Journal of Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.13, No.19, 2021 9 contending that there are three perspectives relating to the effect of management support on information technology innovativeness (Mergel & Bretschneider, 2013).
Underlying the information technology innovation background, the management comprises a group of senior managers appointed to oversee the progress of the information technology innovation implementation and adoption. There are three perspectives on management support and reaction to any new change in the public establishment (Mergel & Bretschneider, 2013). These are examined further below.

Relationship between management support and information technology innovativeness
Management support establishes the cooperation of individuals answerable to the management of the governmental institution, principally in formulating and executing strategies for change (Chen, Guoquan Tjosvold, Dean Liu, & Chunhong, 2006). Some researchers have established that a manager's direction can be distinguished from demographic features and from the team's arrangement (Wu & Liang, 2008). Other research has recommended that the arrangement of the management support has an influence on governmental institution decisions to commit capital for government information technology innovation adoption and implementation (Yigitbasioglu & Irani, 2015).
The results of research on the reality of any direct connection between management support features and government information technology innovativeness indicate that in earlier works, like that by Wally and Becerra (2001), no connection was found between government information technology innovativeness and management support. Furthermore, studies have identified results in relation to management support (Schechter et al., 2015).
These inconsistencies and the shortage of findings have inspired a new line of thinking alongside Rogers' theory that governmental institution decisions and results cannot be explained by management support alone. Some researchers address other issues that affect government information technology innovation implementation and adoption.
Some authors attribute significance to the conflict that could result from variations in the characteristics of top administration and managers in public institutions and the government, as well as in how they cooperate with one another (Gatautis, 2015).
Given the previous arguments, this study suggests that specific management support guarantees that decision makers will recognise the importance of common understanding for information technology innovation implementation and adoption, exchange of information, and the opportunity to reach a consensus (Michel & Hambrick, 2002).
Therefore, a suitable level of agreement within management as to the significance of information technology innovation implementation for the government is seen as a need for the support of government information technology innovation implementation and adoption. One of the objectives of this research is investigate the impact of management support on government information technology innovation implementation and adoption.

Research Methodology
This study focuses on examining the determinant of the information technology innovativeness and adoption in the local government in Gaza strip -Palestine. Low rate of information technology in the Gaza strip local government is dedicated (Sultan, 2011). This study, therefore, considers 500 managers in the ministers of the Gaza strip-Palestine local government directory as a sampling frame to study this issue. Since the research objective is to examine the determinants of determinant of the information technology innovativeness and adoption in the local government in Gaza strip -Palestine, the unit of analysis is the organization. The targeted respondent all manager at the Palestinian ministries in the Gaza strip with grades General Director (A3), General Director (A4), Deputy Director (A), Unit managers (B) and Unit manager (C) they were (922). They generally have extensive IT knowledge and the about the governmental working process and processes and they have the ability to complete the questionnaire. An online internet questionnaire is considered for the data collection. There are three sections in the survey questionnaire. The first section is designed to collect demographic information relating to the respondents such as their: age, gender, Qualification, Job Title, Years of Experience, and working Ministry. The second section collects data about the government's information technology innovativeness. The last section collects data about managements support that affecting government's information technology innovativeness. In this section, the questions have been built to proceed logically with one question linking to the next.

Conclusion
This conceptual paper discusses the determinants for government's innovativeness of information technologies in the public sector and adoption decision and explains the usage of different influence strategy may affect the role of other factors in information technology innovativeness and adoption decision. This concept paper suggests and encourages future work to examine the effect of management support to explain information