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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
Date Issued: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
URI/DOI:http://hdl.handle.net/10125/50551
ISBN:978-0-9981331-1-9
DOI:10.24251/HICSS.2018.662
Rights:Attribution-NonCommercial-NoDerivatives 4.0 International
https://creativecommons.org/licenses/by-nc-nd/4.0/
Appears in Collections: Theory and Information Systems


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