It is widely recognized that IT system implementation is a challenging endeavor with both high-risk (Grabski et al. 2003) and potential high rewards. The study of IT implementation processes (e.g. Sumner 2009; Wenrich and Ahmad, 2009), and the succeeding stabilization has therefore become a classic topic in IS research. While IS research has essentially looked at the organizational level and the practice level of analysis, implementations do not happen in vacuum. Decisions to implement are made by organizations influenced by the network of organizations with whom they have relations (Suarez, 2005; Powell et al., 2005) or that simply are influential in the sector (Currie, 2009). Decision about usage and adoption are instead made by individuals influenced by their network of colleagues, managers and peers (Tichy, 1981; Northcraft et al. 1995; Orlikowski, 2002). Indeed the networks within which organizations and individuals are embedded have important consequences for the successes and failures of IT initiatives and implementations (Sasidharan et al., 2012; Suarez, 2005; Brass et al., 2004). The traditional IS discourse – and directionality - has been on the individual and social network practices that lead to IT system success....

The role of IT in bridging organizational networks and individual networks: a case study

MOLA, Lapo;
2013

Abstract

It is widely recognized that IT system implementation is a challenging endeavor with both high-risk (Grabski et al. 2003) and potential high rewards. The study of IT implementation processes (e.g. Sumner 2009; Wenrich and Ahmad, 2009), and the succeeding stabilization has therefore become a classic topic in IS research. While IS research has essentially looked at the organizational level and the practice level of analysis, implementations do not happen in vacuum. Decisions to implement are made by organizations influenced by the network of organizations with whom they have relations (Suarez, 2005; Powell et al., 2005) or that simply are influential in the sector (Currie, 2009). Decision about usage and adoption are instead made by individuals influenced by their network of colleagues, managers and peers (Tichy, 1981; Northcraft et al. 1995; Orlikowski, 2002). Indeed the networks within which organizations and individuals are embedded have important consequences for the successes and failures of IT initiatives and implementations (Sasidharan et al., 2012; Suarez, 2005; Brass et al., 2004). The traditional IS discourse – and directionality - has been on the individual and social network practices that lead to IT system success....
social network analysis (SNA); IT implementation; IT driven change
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/11562/595951
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