Action-Structure Paradox in a Strategic Information System Change Process

dc.contributor.author Salmimaa, Taru
dc.date.accessioned 2017-12-28T02:15:16Z
dc.date.available 2017-12-28T02:15:16Z
dc.date.issued 2018-01-03
dc.description.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.
dc.format.extent 11 pages
dc.identifier.doi 10.24251/HICSS.2018.662
dc.identifier.isbn 978-0-9981331-1-9
dc.identifier.uri http://hdl.handle.net/10125/50551
dc.language.iso eng
dc.relation.ispartof Proceedings of the 51st Hawaii International Conference on System Sciences
dc.rights Attribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.uri https://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subject Theory and Information Systems
dc.subject action-structure paradox, ambidexterity, social occurrence, paradox, strategic information system change
dc.title Action-Structure Paradox in a Strategic Information System Change Process
dc.type Conference Paper
dc.type.dcmi Text
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