Doing Sociomateriality Research In Information Systems

This paper agrees with Mueller et al.'s (2016) view that researchers who want to adopt a sociomaterial approach often find themselves confused regarding research methods. However, it departs from Mueller's et al. suggestion to seek guidance from the structural-functionalist approach of Parsons' and Shils' (1951) General Theory of Action. The paper argues that finding a methodological framework for research following a sociomaterial approach has to be consistent with the philosophy, ontology and roots of this approach and that it is limiting to read the post-human approach of sociomateriality through a structural-functionalist lens. The paper briefly reviews the roots of the sociomaterial approach in sociology and information systems and offers a methodological guidance based on Actor Network Theory (ANT) and post ANT/Feminist lenses.</jats:p

THE ROOTS OF THE SOCIOMATERIAL THINKING IN INFORMATION SYSTEMS RESEARCH: A VIEW ON HISTORY AND METHODOLOGY (47)

Researchers who want to adopt a sociomaterial approach often find themselves confused regarding research methods. The paper argues that this confusion can only be clarified through understanding the history and emergence of the sociomaterial thinking. The paper briefly reviews the roots of the sociomaterial thinking in the reference discipline of sociology and information systems. It invites researchers to seek methodological guidance from the wealth of knowledge that have been accumulated over the years

MAKING BUSINESS SENSE OF AMBIGIOUS TECHNOLOGY: THE CASE OF SECOND LIFE

Second Life (SL) presents a case of extreme open flexible technology. It provides a generic 3D immersive environment with a range of technological capability including text, voice, build, and mobility. The technology and its providers do not prescribe a particular objective of use or value for users. Hence it is surrounded by ambiguity regarding the process of adoption and its value particularly for business organisations. This study explores the process of making business sense of Second Life and the resulting business value. It does so through examining the case of Mobile Office adoption of SL and the created business value. Applying the cognitive and interpretive concept of enactment as developed by Weick and colleagues, the findings show that SL adoption presents a process of enactment that involves humans and artefacts inside and outside the organisation. This process of enactment results in an emerging chain of innovation. Business value is then created in and through the enactment process. The contribution to theory and practice is then discussed

IDENTIFYING THE RISKS ASSOCIATED WITH AGILE SOFTWARE DEVELOPMENT: AN EMPIRICAL INVESTIGATION

Agile software development has gained widespread acceptance and adoption by a broad range of organisations. Research to-date focuses on the positive gains from Agile adoption while the possible software risks have been largely overlooked. A recent failure case of a large Agile project invites a balanced view of Agile development and consideration of risks management. As a first step towards Agile risks management and in the absence of previous research on Agile risks, this research is exploratory and aims to identify the risks of Agile software development. To this end, qualitative data was gathered through 141 face-to-face interviews with Agile software developers, scrum masters, Agile project managers, CIOs and consultants. The analysis reveals surprising risk factors that are different from the traditional risk factors identified in traditional software development environment. To our knowledge, this study is the first that identifies the risks factors involved in Agile software development and we hope it paves the way for a more balanced view on Agile software developmen

Rethinking IS project boundaries in practice: a multiple-projects perspective

Information systems research and prescriptive IS project management methodologies are dominated by a perspective on single projects that treats the unit of analysis as a lonely phenomenon with strictly defined boundaries. This study questions this assumption by exploring how the taken for granted project’s boundaries are defined in practice. It investigates a case study of an ERP implementation project in an international organization. The findings show the busy multiple-projects platform of contemporary organizations that ERP project cannot be isolated from. They also reveal that project management boundaries are continually crossed and that project’s boundaries in practice are malleable and changeable. They are defined through negotiations with other projects and programs where what is inside or outside a project is subject to change according to the outcomes of such negotiations. A flatter view of project organizing could facilitate such an interaction. The implications for IS project management research and practice are discussed

A-level results: why algorithms get things so wrong – and what we can do to fix them

When A-level grades were announced in England, Wales and Northern Ireland a few weeks ago, nearly 40% were lower than teachers’ assessments. The grades were formed using an algorithm based on the schools’ past performance and the grading process had “significant inconsistencies”, as acknowledged by the Education Secretary Gavin Williamson. Following numerous protests against the unfairness of the system biased against students from poorer backgrounds, the government abandoned its decision and students received grades based on their teacher’s assessments. Still, algorithms affect decision-making in many aspects of our lives including healthcare, policing, banking, insurance, or social media. In this blog republished from the Conversation, Amany Elbanna, Royal Holloway and Jostein Engesmo, Norwegian University of Science and Technology discuss the pitfalls of algorithmic decision-making and the possible social implications related to fairness and justice