The role of emotion, values, and beliefs in the construction of innovative work realities

Traditional approaches to requirements elicitation stress systematic and rational analysis and representation of organizational context and system requirements. This paper argues that (1) for an organization, a software system implements a shared vision of a future work reality and that (2) understanding the emotions, feelings, values, beliefs, and interests that drive organizational human action is needed in order to invent the requirements of such a software system. This paper debunks some myths about how organizations transform themselves through the adoption of Information and Communication Technology; describes the concepts of emotion, feeling, value, and belief; and presents some constructionist guidelines for the process of eliciting requirements for a software system that helps an organization to fundamentally change its work patterns.(undefined

Reframing the university as an emergent organization: implications for strategic management and leadership in higher education

For the most part, the organisational forms that are currently being adopted by higher education institutions are grounded in the traditional corporate models of organisation that take a rational approach to organisational design and change management. Underlying this account is an assumption of organisational autonomy and the capacity of designated leaders to direct change processes to better align their institutions with societal demands or goals. However, a case is now being made for the consideration of alternative organisational theories or models that offer a different perception on the sources and patterns of organisational change in higher education. These theories perceive organisations more as emergent entities in which change is continuous, often unpredictable and arising mainly from local interactions. The paper surveys the implications that acceptance of the alternative paradigm might have for strategising and change leadership in higher education institutions. It suggests that the accommodation of these alterative paradigms of institutional development in higher education may itself be an emergent process and considers how future research and policy formulation relating to strategic management and leadership might facilitate positive outcomes in that process

Creativity circles in information management

Based on the premiss that, as technology gradually takes over most of the clerical functions of management, the one function which computers and automation may never replicate is the creativity of the human mind. Examines the implications of the management of creativity for information managers in the 1990s and beyond. This is achieved by the application of an American model of creativity to information work, the outline of a strategy concerning the introduction of creativity to the organization and finally a consideration of how creativity can enhance the decision-making process

Creativity : snowflakes and circles in information management

Based on the premiss that, as technology gradually takes over most of the clerical functions of management, the one function which computers and automation may never replicate is the creativity of the human mind. Examines the implications of the management of creativity for information managers in the 1990s and beyond. This is achieved by the application of an American model of creativity to information work, the outline of a strategy concerning the introduction of creativity to the organization and finally a consideration of how creativity can enhance the decision-making process