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

Intergenerational knowledge transfer in the academic environment of knowledge-based economy

In the immediate future, intergenerational knowledge transfer is one of the knowledge-based economy’s main challenges since an inner motivational force powers knowledge transfer. Knowledge transfer from individuals to groups and organization must follow knowledge creation in order to transform individual into organizational knowledge, along the epistemological dimension of the Nonaka’s knowledge dynamics model. Moreover, the knowledge intensive organizations increase their fluxes of knowledge across different age layers and different departments, reducing in the same time the company knowledge loss. The academic environment is, by nature, an age layered field or a nested functional structure. Intergenerational knowledge transfer becomes any university main driving force, while understanding its dynamics is important for academic life improvement. The purpose of the paper is to present some of our research results in the field of intergenerational knowledge transfer in the academic environment of the knowledge-based economy. We performed a qualitative and quantitative research of the knowledge transfer process in the academic environment, using the Analytic Hierarchy Processes (AHP). We analyzed the faculty staff attitudes toward cooperation, competition, and innovation as main priorities in performing research, writing books and publishing scientific papers. The above-mentioned activities are based on intergenerational knowledge transfer and lead to learning processes at individual and organizational levels. Respondents are members of the academic staff of economics and business faculties from the main Romanian universities.knowledge, knowledge-based economy, knowledge transfer, university

A Human-centric Perspective on Digital Consenting: The Case of GAFAM

According to different legal frameworks such as the European General Data Protection Regulation (GDPR), an end-user's consent constitutes one of the well-known legal bases for personal data processing. However, research has indicated that the majority of end-users have difficulty in understanding what they are consenting to in the digital world. Moreover, it has been demonstrated that marginalized people are confronted with even more difficulties when dealing with their own digital privacy. In this research, we use an enactivist perspective from cognitive science to develop a basic human-centric framework for digital consenting. We argue that the action of consenting is a sociocognitive action and includes cognitive, collective, and contextual aspects. Based on the developed theoretical framework, we present our qualitative evaluation of the consent-obtaining mechanisms implemented and used by the five big tech companies, i.e. Google, Amazon, Facebook, Apple, and Microsoft (GAFAM). The evaluation shows that these companies have failed in their efforts to empower end-users by considering the human-centric aspects of the action of consenting. We use this approach to argue that their consent-obtaining mechanisms violate principles of fairness, accountability and transparency. We then suggest that our approach may raise doubts about the lawfulness of the obtained consent—particularly considering the basic requirements of lawful consent within the legal framework of the GDPR

Affection not affliction: The role of emotions in information systems and organizational change

Most IS research in both the technical/rational and socio-technical traditions ignores or marginalizes the emotionally charged behaviours through which individuals engage in, and cope with the consequences of, IS practice and associated organizational change. Even within the small body of work that engages with emotions through particular conceptual efforts, affections are often conceived as a phenomenon to be eradicated – an affliction requiring a cure. In this paper, I argue that emotions are always implicated in our lived experiences, crucially influencing how we come to our beliefs about what is good or bad, right or wrong. I draw from the theoretical work of Michel Foucault to argue for elaborating current notions of IS innovation as a moral and political struggle in which individuals’ beliefs and feelings are constantly tested. Finally, I demonstrate these ideas by reference to a case study that had considerable emotional impact, and highlight the implications for future work

The impact of salient cultural practices on the outcome of IS implementation

A number of information system (IS) studies have adopted organisational 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 the organisational implementation of an IS. These perspectives served as interpretive lenses through which to explain how members’ salient behaviours 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 implementation

Governing animal–human relations in farming practices: a study of group housing of sows in the EU

EU pig welfare legislation required European pig farmers to shift from individual to group housing of pregnant sows by 1 January 2013. This requirement was principally designed to meet the sows’ needs for locomotion and interaction with conspecifics. This article explores how the legislation affected everyday sow–farmer interactions, which influence farm animal welfare to an important degree. We start by analysing conceptualisations of sow welfare and sow–farmer relations as implicated in the EU directive and the scientific advice that informed it. Contending that these conceptualisations largely overlook co-developments in sow housing systems and sow–farmer relations, we subsequently introduce an alternative analytical framework that builds on sociological, practice-oriented theories. We then apply this framework to analyse 19 qualitative interviews with pig farmers in Belgium on the on-farm introduction of group sow housing. In this analysis, we discern different ways in which farmers’ choices for particular group housing systems were co-constituted by and co-constitutive of everyday sow–farmer relations. We conclude by reflecting on the scientific and policy implications of these findings

Organizational Change in the Workplace during the COVID-19 Pandemic

Failed change initiatives continuously plagued organizations throughout time, mainly because of the complexities involving the response to change. Researchers studied to understand the cause and effect of failed change efforts. The type of change often notes as a precursor to the kind of response, while the resistance to change was a catalyst to the 70% rate of failed change initiatives (Burnes & Jackson, 2011; Maheshwari & Vohra, 2015). Organizational change initiatives become further complicated, involving a crisis. This qualitative multiple case study included the phenomenon of unsuccessful change proposals during a crisis, its implications on job satisfaction and employee resistance, and the human resources sector’s culpability in this matter. COVID-19, a recent global pandemic, was the crisis in this study. Disruptions in the food services sector were the industry of choice studied. The participants were 16 employees and managers of fast food and casual dining establishments in California, Virginia, and North Carolina who experienced the changes brought on by COVID-19. Data came from structured in-person and telephone interviews and field studies. The findings revealed multiple themes, including (a) fear-driven compliance, (b) change generates opportunities, exposes deficiencies, and alters the workplace, (c) people, stress, and communication impacts job satisfaction, (d) employee resistance, and (e) human resources management ambiguity. A key recommendation implored the human resource sector to increase its visibility and manage its involvement with change initiatives, especially during a crisis. The recommendation is further studies that include interviewing human resources personnel and exploring different business sectors impacted by COVID-19