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Action-Structure Paradox in a Strategic Information System Change Process

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Title: Action-Structure Paradox in a Strategic Information System Change Process
Authors: Salmimaa, Taru
Keywords: Theory and Information Systems
action-structure paradox, ambidexterity, social occurrence, paradox, strategic information system change
Issue Date: 03 Jan 2018
Abstract: Any strategic Information System (IS) change process is at risk of a failure because of its inability to evolve as rapidly as the business environment. In this Grounded Theory study, aspects of socio-cognitive inertia arose in a 15-year customer-vendor relationship involving excessive optimism and trust in decision-making about technological options, knowledge sharing, and development practices. The pre-existing collaboration model was ultimately not supportive of the targeted strategic IS change. As a result, pressures to change the mode of operating emerged at the critical phase of initial rollout. This paper contributes to the IS change literature by presenting and theorizing an action-structure paradox identified during this study of strategic IS change.
Pages/Duration: 11 pages
ISBN: 978-0-9981331-1-9
Rights: Attribution-NonCommercial-NoDerivatives 4.0 International
Appears in Collections:Theory and Information Systems

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