Tailoring the implementation of digital business: A diagnostic framework

This chapter proposes a diagnostic framework that guides managers to develop a situationally appropriate and tailored implementation strategy for digital business. We distance ourselves from the view that there is one way of implementing digital business that will be effective in all circumstances. Rather, we clarify how an implementation strategy for digital business depends on the characteristics of the digital technology, the stakeholders involved, and the organizational context in which the digital business system is implemented. Based on this insight, we propose a diagnostic framework for the implementation of digital business. The framework helps managers reflect on the complexity and risks involved from four domains of the digital business project and guides them in consciously developing a suitable implementation strategy. The framework suggests four generic types of digital business projects (uniform, pluriform, unfolding, and ambiguous) and proposes implementation strategies that match these types. The framework supports an open dialogue with primary stakeholders to develop a shared understanding of project characteristics and align them with an appropriate strategy. It will help managers develop a deeper understanding of their project early on and during the project, resulting in more tailored and flexible implementation trajectories

Tailoring the implementation of digital business: A diagnostic framework

This chapter proposes a diagnostic framework that guides managers to develop a situationally appropriate and tailored implementation strategy for digital business. We distance ourselves from the view that there is one way of implementing digital business that will be effective in all circumstances. Rather, we clarify how an implementation strategy for digital business depends on the characteristics of the digital technology, the stakeholders involved, and the organizational context in which the digital business system is implemented. Based on this insight, we propose a diagnostic framework for the implementation of digital business. The framework helps managers reflect on the complexity and risks involved from four domains of the digital business project and guides them in consciously developing a suitable implementation strategy. The framework suggests four generic types of digital business projects (uniform, pluriform, unfolding, and ambiguous) and proposes implementation strategies that match these types. The framework supports an open dialogue with primary stakeholders to develop a shared understanding of project characteristics and align them with an appropriate strategy. It will help managers develop a deeper understanding of their project early on and during the project, resulting in more tailored and flexible implementation trajectories

HOW EUROPEAN TENDERING LEGISLATION AFFECTS SOFTWARE SELECTION

European tendering legislation aims to enhance competitiveness by promoting equality, proportionality, transparency and non-discrimination. This legislation applies to the purchase of software packages by large public institutions. This study aims to clarify how this tendering legislation shapes software selection processes. \ \ By examining the selection of a strategically important software package at a professional service organization, this study provides initial evidence on how the decision-making process in software selection is affected by the tendering process in terms of the following dimensions: 1) juridification, 2) objectivity, 3) linearity, 4) formalization and 5) communication. \ \ The decision-making quality of this tendering process is evaluated from the buyer´s perspective against functional, economic and political norms of rationality. From each of these rationalities, the tendered software selection process results in losses as well as gains. A notable finding is that tendering does not exclude political manoeuvring, with power and influnce practiced in other ways. \ \ Key words: Tendering, Software selection, Decision-making process, Functional Rationality, Political Rationality, Economic Rationality, Decision-making quality

Towards Managed Structuration: Exploring Bridging Mechanisms for IS Enabled Change in Multi-site Implementation Projects

This paper aims to enhance our understanding of the bridging mechanisms underlying information system (IS) enabled change in multi-site implementation projects, and explore opportunities for intentionally shaping such change. To achieve this, we develop and empirically demonstrate the added value of a multi-site practice perspective. The perspective conceptualizes IS-enabled change as a product of interactions between processes in two related socio-technical systems: the project and local implementation sites. We introduce the term ‘bridging mechanisms’ to pin point three interaction types between the project and local site that contribute to IS-enabled change: practice alignment, shifting actors, and shared action. We analyse bridging mechanisms during the implementation process of a government funded project implementing IS in order to enhance older adults’ social networks and enable them to live at home independently at three local sites. Drawing on insights derived from this empirical analysis as well as previous literature, we discuss how the multi-site practice perspective brings together known change interventions in a holistic perspective on multi-site implementation. Moreover, we propose three practical applications of bridging mechanisms, i.e., bridging tactics, that allow for managed structuration during multi-site IS implementation

New Rules of Engagement:How Adaptation To Online Media Changes Older Adults' Social Connectedness

Older adults often struggle to adjust to the rapid changes in the digitizing media landscape. In this article, we study, first, how 10 older adults adapt new online media into their daily lives and, by doing so, adjust to the changing "rules of engagement" that guide online-media use in their social surroundings. Second, we analyze how this adaptation process generates change in older adults' social connectedness. Results suggest that older adults' non-use of popular online media results in social exclusion. Enhancing their social connectedness, requires older adults to (partially) conform to new communication norms and values. Based on our findings, we propose three adaptation strategies that enhance both offline and online social connectedness