Action-Structure Paradox in a Strategic Information System Change Process
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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