Socio-Materiality as Lens to Study IT Driven Change

被引：0

作者：

Carugati, A. ^{[1
]}

Morelli, C. ^{[2
,3
]}

Giangreco, A. ^{[4
]}

机构：

[1] Aarhus Univ, Arhus Sch Business, Aarhus, Denmark

[2] Univ Amedeo Avogadro, Alessandria, Italy

[3] Univ Carlo Cattaneo, Castellanza, Italy

[4] Catholic Univ, IESEG Sch Management, Lille, France

来源：

INFORMATION SYSTEMS: PEOPLE, ORGANIZATIONS, INSTITUTIONS, AND TECHNOLOGIES | 2010年

关键词：

TECHNOLOGY; MANAGEMENT;

D O I：

10.1007/978-3-7908-2148-2_51

中图分类号：

TP [自动化技术、计算机技术];

学科分类号：

0812 ;

摘要：

This paper reports the findings of a research into change during the constitution of an IT Group. Our main findings show that when an IT company acquires two similar companies. IT becomes a central part of the change program, differing from other change cases where IT is considered a peripheral component. We use the scaffold metaphor by Orlikowski [1] as a framework to interpret the case study. Our study is a primer in the use of socio-materiality as framework for interpreting IT-driven change and shows that this framework can highlight the most common characteristics of change while remaining practical and synthetic.

引用

页码：441 / +

页数：3

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[3]

[Anonymous], 1999, EPISTEMIC CULTURES S, DOI DOI 10.4159/9780674039681

[4]

Argyris C., 1978, Organizational learning: A theory of action perspective