34 research outputs found
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Information system diffusion in organizations - a control mechanism perspective
Research streams emphasize that after the excitement of adopting a new IS innovation, most do not employ the innovation to its full potential thus creating an assimilation gap. The failure of an IS to be fully diffused in an organization are, in most cases, due to employees resisting and not accepting the implemented innovation. The analysis of control mechanisms in IS research has proved to be a valuable approach to elucidate IS implementation and success experienced by organizations. The control mechanisms can be exercised thro ugh formal and informal modes. However, control mechanism theory have not yet been adopted to examine the process of IS diffusion in organizations. Therefore, there is a need to study the ways in which implemented control mechanisms impacts on the pro cess of diffusion of a Management Information System (MIS). Cooper and Zmud (1990) six stage IS implementation model will be applied to the research to illustrate and investigate the process of diffusion of the MIS. The research method will be an in-depth case study. It is anticipated that investigating IS diffusion from the perspective of control will considerably provide fresh insights in the understanding process of IS diffusion in organizations
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Business Grid Services
Grid services have come to represent the synthesis of web services and grid computing paradigms. Web services provide the means to modularize software, enabling loosely coupled and novel synthesis. Grid computing removes the binding between functional software components and specific hosting hardware, enabling software to be deployed dynamically over a network (e.g. intra-, extra- or inter-net). Applying the constructs of grid computing to the service orientation of enterprise software will allow business service networks to utilize more specialized services. An upper service ontology that enables business grid services to be described and then related to the grid hosting platform is presented. Explicit knowledge is required for enterprise software, hosting servers and the domain that can then be utilized by both SLA and reservation systems. The ontology presented is derived from and validated using a collection of web services taken from leading investment banks
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The diffusion of management information systems in organizations - an organizational sub-culture perspective
The success of deploying Information Systems (IS) by organizations is dependent on the full integration of the new innovation into their existing processes (Diffusion). The failure of an IS to be fully diffused in an organization is, in most cases, not due to any inadequacy of the technological innovation, but rather due to conflict and a lack of acceptance within the organization attempting to implement the change. The analysis of organizational sub-cultures in IS research has proved to be a valuable approach to generate deeper insights regarding IS usage and success experienced by organizations. However, organizational subculture, and specifically the fragmentation sub-culture have not yet been used to investigate the diffusion process of IS in organizations. This paper tries to fill this gap by adopting Martin’s (1992) sub-culture framework to explore the process of diffusion of a Management Information System (MIS). The six stage IS implementation model by Cooper and Zmud (1990) will be applied to the research to illustrate and investigate the process of diffusion of the MIS. The research method will be an in-depth case study. It is anticipated that investigating IS diffusion from the theoretical lens of sub-culture will significantly advance our understanding of the diffusion process of IS
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Achieving IT diffusion within the fragments: an IT culture perspective
Many organizations still fail to make a return from the huge investments they make in implementing complex Information Technology (IT). This is usually due to cultural forces that inhibit the level of usage required to facilitate IT Diffusion. An emerging stream of research highlights the IT culture perspective, a perspective vital for understanding individuals’ social practices when they interact with IT. This paper adopted a case study approach to explore how the IT culture perspective may explain how organizational diffusion of an IT may happen despite opposing cultural forces causing a stalemate to the diffusion process. This study identified three IT culture archetypes - embracing, rejecting and confused, depicting a fragmented IT culture during the adaption, acceptance and routinization stages of diffusion of an IT. This study highlights how a salient element of a fragmented IT culture-embracing IT culture archetype could explain how diffusion of an IT happened despite the manifestations of negative IT culture archetypes - ‘confused’ and ‘rejecting’ during the diffusion process
Understanding the impact of organisational downsizing on knowledge sharing
Careful consideration by managers of the potential impact of the popular strategy of economic restructuring (downsizing) on organisational structure and culture could improve the quality of organisational knowledge sharing, however this influence has not yet been addressed in the knowledge management literature. This paper explores how a strategy of downsizing may reshape organisational structure and culture and inhibit organisational knowledge sharing, drawing on an interpretive case study of knowledge sharing in an information technology services function at a large Australian education service provider. Key findings indicate that when specialised teams are downsized, subcultures may develop where teams become mistrustful and insular, and knowledge sharing is constrained across teams. Further, when a hierarchical structure is present and downsizing occurs, managers may become more cautious about sharing knowledge with subordinates. The study also suggests that Internet technologies may play a key role in helping to compensate for the shortfall in knowledge stock resulting from downsizing. In conclusion, this paper highlights an important need for companies to consider the potential negative influences of downsizing on organisationalknowledge sharing.<br /
Restructuring influences on organizational knowledge sharing: An interpretive case study
Careful consideration by managers of the potential impact of the popular strategy of economic restructuring (downsizing) on organisational structure and culture could improve the quality of organisational knowledge sharing, however this influence has not yet been addressed in the knowledge management literature. This paper explores how a strategy of downsizing may reshape organisational structure and culture and inhibit organisational knowledge sharing, drawing on an interpretive case study of knowledge sharing in an information technology services function at a large Australian education service provider. Key findings indicate that when specialised teams are downsized, subcultures may develop where teams become mistrustful and insular, and knowledge sharing is constrained across teams. Further, when a hierarchical structure is present and downsizing occurs, managers may become more cautious about sharing knowledge with subordinates. The study also suggests that Internet technologies may play a key role in helping to compensate for the shortfall in knowledge stock resulting from downsizing. In conclusion, this paper highlights an important need for companies to consider the potential negative influences of downsizing on organisational knowledge sharing
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The influence of organizational culture on the outcome of an IS implementation
A number of information system (IS) studies have adopted organizational culture (OC) theory to investigate IS implementations. The studies highlight that members will reach consensus or agreement in the use of an IS but also experience inevitable tensions and ambiguities in the use of the IS. However, literature related to IS implementation/OC has rarely examined the influence that the saliency of specific cultural practices may have on the success or failure of IS implementations. Using a case study approach, we adopted the “soft positivism” research philosophy to collect data, underpinned by Martin’s (1992) integration and differentiation perspectives of OC to study organizational implementation of an IS. These perspectives served as interpretive lenses through which to explain how members’ salient behaviors towards an IS evolved during the implementation process. Our study augments the IS implementation/OC literature by demonstrating how salient cultural practices influence the outcome of IS implementatio