Dynamic Activities for Managing an IS-Enabled Organizational Change

The interpretive grounded theory (GT) study analyses information system (IS) enabled organizational change in two private sector organizations. These two organizations, who are long term partners, were developing a new IS product to divergent markets. The data was gathered through 15 interviews, conducted at the phase of initial rollouts. The findings focus on the results of the theoretical coding phase in which selective codes, referred to as change management activities, are related to each other. As a theoretical contribution, the dynamic structure presents how the change management activities appear differently, depending on a set of choices. Several paradoxical situations stemmed from inconsistencies and/or tensions, because the choices did not support the targeted change management activities. The study thus proposes that there is an increasing demand to analyze the sources of paradoxical situations. Paradoxical situations in these five opposing forces were identified: long term vs. short term, macro vs. micro, past vs. future, centralized vs. distributed, and control vs. trust/self-organization. Some paradoxical situations arose because of the nature of the trust-based IS partnership, while others were socially constructed as a result of unintended consequences of actions in relation to the strategic goals. Managerial efforts are increasingly required for identifying paradoxical situations at an early stage and for considering the right balance for the opposing forces in the dynamic IS change process

Dialectical Inquiry in Information Systems Research: A Synthesis of Principles

Although dialectical inquiry has been sporadically and selectively applied in the Information Systems (IS) discipline, and premier IS journals increasingly welcome dialectical inquiries, we lack methodological guidance on its application and evaluation, hindering its adoption as an important and valid IS research method. In response, we present a critical analysis of general dialectics literature and 63 extant IS dialectical inquiry publications in 18 journals spanning three decades, revealing that there is a growing and sizeable community of IS researchers using dialectical inquiry explicitly or implicitly to examine how sociotechnical phenomena change. Based on this analysis, we synthesize six principles for dialectical inquiry that are firmly rooted in dialectical philosophy, evidenced in IS publications, clearly distinct from each other, and together comprehensive. As such, our contribution can help IS researchers, reviewers, and editors to extend and solidify their methodological repertoire

Strategies to Monitor and Deter Cyberloafing in Small Businesses: A Case Study

Some information technology (IT) managers working for small businesses are struggling to monitor and deter cyberloafing. Strategies are needed to help IT practitioners to discourage cyberloafing and improve productivity while maintaining employee satisfaction. Grounded in adaptive structuration theory, the purpose of this qualitative multiple-case study was to explore strategies some small business IT managers use to monitor and deter cyberloafing. The participants were nine IT managers who successfully implemented cyberloafing monitoring and deterrence strategies in the United States. Data were collected via semistructured interviews and organization employee policy handbooks (n = 4) provided by the participants. Data were analyzed using thematic analysis. The major themes were using tools, policy, and procedures to monitor cyberloafing and using tools, trust, and policies as strategies to deter cyberloafing. One recommendation for practitioners is to incorporate hardware and software tools to monitor and deter cyberloafing early when hiring employees for a small business. The implications for positive social change include the potential to foster greater economic stability in the community while promoting a healthy working environment