The purpose of this paper is to develop a general model of the process by
which large organizations develop information technology over long periods of time.
A special focus of the paper concerns the question how "social impacts of computers"
are produced by management decisions, organizational exigencies, accidents, and
environmental forces.
The model is clearly situated in the broader behavioral literature on
organizations and organizational innovation. Major streams of behavioral research
and assumptions are reviewed. The model assumes an eclectic position:
organizational innovation results from both internal institutional factors as well as
powerful environmental forces. "Social impacts of computers" filter out from a
reasonably complex interaction between the organization and the environment.
Our goal from the outset was to develop a general model of
information technology development which was not a "special" purpose, narrowly
framed theory typical of prior management information system research. In
addition, we hope to set straight popular misconceptions created by vendors,
consultants, and others concerning the question, how do computers "impact"
organizations.Information Systems Working Papers Serie
