Action-Structure Paradox in a Strategic Information System Change Process
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2018-01-03
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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.
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Theory and Information Systems, action-structure paradox, ambidexterity, social occurrence, paradox, strategic information system change
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11 pages
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Proceedings of the 51st Hawaii International Conference on System Sciences
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Attribution-NonCommercial-NoDerivatives 4.0 International
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