The sociomaterial practice of IT-enabled change: A case study of a global transformation

Journal of Change Management

Volumn 11, Issue 3, 2011, Pages 375-395

  Iveroth, Einar ^a  

^a UPPSALA UNIVERSITY   (Sweden)

Author keywords

Case study; IT enabled change; Organizational change; Sociomateriality

Indexed keywords

EID: 80053032885     PISSN: 14697017     EISSN: 14791811     Source Type: Journal    
DOI: 10.1080/14697017.2011.573490     Document Type: Article

References (83)

1. Agarwal, R. and Lucas, H.C., Jr (2005) The information systems identity crisis: focusing on high-visibility and high-impact research, MIS Quarterly, 29(3), pp. 381-398.
2. Armenakis, A. and Harris, S. (2002) Crafting a change message to create transformational readiness, Journal of Organizational Change Management, 15(2), pp. 169.
3. Arnold, V. (2006) Behavioral research opportunities: understanding the impact of enterprise systems, International Journal of Accounting Information Systems, 7(1), pp. 7-17.
4. Avgerou, C. (2001) The significance of context in information systems and organizational change, Information Systems Journal, 11(1), pp. 43-63.
5. Avgerou, C., Ciborra, C. and Land, F. (2004) The Social Study of Information and Communication Technology: Innovation, Actors and Contexts (Oxford: Oxford University Press).
6. Avgerou, C. and Mcgrath, K. (2005) Rationalities and emotions in IS innovation, in: D. Howcroft and E.M. Trauth (eds) Handbook of Critical Information Systems Research: Theory and Application, pp. 299-324 (Cheltenham: Edward Elgar).
7. Avgerou, C. and Mcgrath, K. (2007) Power, rationality, and the art of living through socio-technical change, MIS Quarterly, 31(2), pp. 295-315.
8. Balogun, J. (2006) Managing change: steering a course between intended strategies and unanticipated outcomes, Long Range Planning, 39(1), pp. 29-49.
9. Barrett, M., Grant, D. and Wailes, N. (2006) ICT and organizational change, Journal of Applied Behavioral Science, 42(1), pp. 6-22.
10. Barrett, M. and Walsham, G. (1999) Electronic trading and work transformation in the London insurance market, Information Systems Research, 10(1), pp. 1-22.
11. Beckhard, R. and Harris, R. (1987) Organizational Transitions: Managing Complex Change (Reading, MA: Addison-Wesley).
12. Beer, M. (2008) Transforming organizations. Embracing the paradox of E and O, in: T.G. Cummings (ed.), Handbook of Organization Development, pp. 405-428 (London: SAGE).
13. Bernerth, J. (2004) Expanding our understanding of the change message, Human Resource Development Review, 3(1), pp. 36-52.
14. Boyatzis, R., Smith, M. and Blaize, N. (2006) Developing sustainable leaders through coaching and compassion, Academy of Management Learning & Education, 5(1), pp. 8-24.
15. Brown, J.S. and Duguid, P. (2001) Knowledge and organization: a social-practice perspective, Organization Science, 12(2), pp. 198-213.
16. Bruch, H., Gerber, P. and Maier, V. (2005) Strategic change decisions: doing the right change right, Journal of Change Management, 5(1), pp. 97-107.
17. Burke, W.W. (2008) Organization Change: Theory And Practice (Thousand Oaks, CA: SAGE).
18. By, R.T. (2005) Organisational change management: a critical review, Journal of Change Management, 5(4), pp. 369-380.
19. By, R.T. (2007) Ready or not., Journal of Change Management, 7(1), pp 3-11.
20. Caldwell, R. (2006) Agency and Change: Rethinking Change Agency in Organizations (London: Routledge).
21. Carlile, P. (2004) Transferring, translating, and transforming: an integrative framework for managing knowledge across boundaries, Organization Science, 15(5), pp. 555-568.
22. Ciborra, C. (2006) The mind or the heart? It depends on the (definition of) situation, Journal of Information Technology, 21(3), pp. 129-139.
23. Constantinides, P. and Barrett, M. (2006) Large-scale ICT innovation, power, and organizational change: the case of a regional health information network, Journal of Applied Behavioral Science, 42(1), pp. 76-90.
24. Costello, N. (2000) Stability and Change in High-Tech Enterprises: Organisational Practices and Routines (London: Routledge).
25. Cummings, T. and Worley, C. (2008) Organization Development and Change (Mason, OH: South-Western).
26. D'Adderio, L. (2003) Configuring software, reconfiguring memories: the influence of integrated systems on the reproduction of knowledge and routines, Industrial & Corporate Change, 12(2), pp. 321-350.
27. Davenport, T. (2000) Mission Critical: Realizing the Promise of Enterprise Systems (Boston, MA: Harvard Business School Press).
28. Davidson, E. (2006) A technological frames perspective on information technology and organizational change, Journal of Applied Behavioral Science, 42(1), pp. 23-39.
29. Dedrick, J., Gurbaxani, V. and Kraemer, K.L. (2003) Information technology and economic performance: a critical review of the empirical evidence, ACM Computing Surveys, 35(1), pp. 1-28.
30. Dougherty, D. (1992) Interpretive barriers to successful product innovation in large firms, Organization Science, 3(2), pp. 179-202.
31. Gal, U. and Berente, N. (2008) A social representations perspective on information systems implementation: rethinking the concept of 'frames', Information Technology & People, 21(2), pp. 133-154.
32. Gardner, H. (2004) Changing Minds: The Art and Science of Changing Our Own and Other People's Minds (Boston, MA: Harvard Business School Press).
33. Ghoshal, S. (2005) Bad management theories are destroying good management practices, Academy of Management Learning & Education, 4(1), pp. 75-91.
34. Hill, L. (2003) Becoming a Manager: How New Managers Master the Challenges of Leadership (Boston, MA: Harvard Business School Press).
35. Iveroth, E. (2010a) Inside Ericsson: a framework for the practice of leading global IT-enabled change, California Management Review, 53(1), pp. 136-153.
36. Iveroth, E. (2010b) Leading IT-enabled change inside Ericsson a transformation into a global network of shared service centres, Doctoral thesis. Uppsala University, 2010. Available at: http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-119624
37. Jarzabkowski, P., Balogun, J. and Seidl, D. (2007) Strategizing: the challenges of a practice perspective, Human Relations, 60(1), pp. 5-27.
38. Jasperson, J., Carte, T.A., Saunders, C.S., Butler, B.S., Croes, H.J.P. and Zheng, W. (2002) Review: power and information technology research: a metatriangulation review, MIS Quarterly, 26(4), pp. 397-459.
39. Jørgensen, H., Owen, L. and Neus, A. (2009) Stop improvising change management!, Strategy & Leadership, 37, pp. 38-44.
40. Kallinikos, J. (2001) The Age of Flexibility: Managing Organizations and Technology (Lund: Academia Adacta).
41. Klaus, H., Rosemann, M. and Gable, G. (2000) What is ERP? Information Systems Frontiers, 2(2), pp. 141-162.
42. Kotter, J. (2008) A Sense of Urgency (Boston, MA: Harvard Business Press).
43. Langley, A. (1999) Strategies for theorizing from process data, Academy of Management Review, 24(4), pp. 691-710.
44. Lee, B.P.H. (2001) Mutual knowledge, background knowledge and shared beliefs: Their roles in establishing common ground, Journal of Pragmatics, 33(1), pp. 21-44.
45. Leonardi, P.M. and Barley, S.R. (2008) Materiality and change: challenges to building better theory about technology and organizing, Information & Organization, 18(3), pp. 159-176.
46. Leppitt, N. (2006) Challenging the code of change: Part 1. Praxis does not make perfect, Journal of Change Management, 6(2), pp. 121-142.
47. Lindmark, S., Andersson, E., Johansson, M. and Bohlin, E. (2004) Telecom Dynamics: History and State of the Swedish Telecom Sector and its Innovation System, 1970-2003 (Stockholm: Verket fö r innovationssystem, Vinnova).
48. Lindvall, J. (2006) Erfarenheter kring utvecklingen av modern verksamhetsstyrning i svenska företag, Økonomistyring & informatik, 2005/2006, a°rgang, 21(5), pp. 519-543.
49. Markus, M.L. (2004) Technochange management: using IT to drive organizational change, Journal of Information Technology, 19(1), pp. 4-20.
50. Markus, M.L., Axline, S., Petrie, D. and Tanis, S.C. (2000) Learning from adopters' experiences with ERP: problems encountered and success achieved, Journal of Information Technology, 15(4), pp. 245-265.
51. Mcgrath, K. (2006) Affection not affliction: the role of emotions in information systems and organizational change, Information & Organization, 16(4), pp. 277-303.
52. Nadler, D. (1993) Concepts for the management of organizational change, in: C. Mabey and B. Mayon-White (eds) Managing Change, pp. 85-98 (London: Chapman).
53. Nonaka, I. and Takeuchi, H. (1995) The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation (New York: Oxford University Press).
54. O'Leary, D. (2000) Enterprise Resource Planning Systems: Systems, Life Cycle, Electronic Commerce, and Risk (Cambridge: Cambridge University Press).
55. Orlikowski, W. and Scott, S. (2008) Chapter 10: sociomateriality: challenging the separation of technology, work and organization, The Academy of Management Annals, 2(1), pp. 433-474.
56. Orlikowski, W.J. (1991) Integrated information environment or matrix of control? The contradictory implications of information technology, Accounting, Management and Information Technologies, 1(1), pp. 9-42.
57. Orlikowski, W.J. (2000) Using technology and constituting structures: a practice lens for studying technology in organizations, Organization Science, 11(4), pp. 404-428.
58. Orlikowski, W.J. (2007) Sociomaterial practices: exploring technology at work, Organization Studies, 28(9), pp. 1435-1448.
59. Orlikowski, W.J. and Gash, D.C. (1994) Technological frames: making sense of information technology in organizations, ACM Transactions on Information Systems, 12(2), pp. 174-207.
60. Pettigrew, A. (1990) Longitudinal field research on change: theory and practice. special issue: longitudinal field research methods for studying processes of organizational change, Organization Science, 1(3), pp. 267-292.
61. Pfeffer, J. (1981) Power in Organizations (Marshfield, MA: Pitman).
62. Polanyi, M. (1958) Personal Knowledge: Towards a Post-Critical Philosophy (London: Routledge & Keegan Paul).
63. Pollock, N. and Williams, R. (2009) Software and Organisations: The Biography of the Enterprise Wide System or How SAP Conquered the World (London: Routledge).
64. Pozzebon, M. and Pinsonneault, A. (2005) Challenges in conducting empirical work using structuration theory: learning from IT research, Organization Studies, 26(9), pp. 1353-1376.
65. Quinn, R.E., Cameron, K.S. and Dutton, J.E. (2003) Positive Organizational Scholarship: Foundations of a New Discipline (San Francisco, CA: Berrett-Koehler).
66. Richardson, R. and Kramer, E.H. (2006) Abduction as the type of inference that characterizes the development of a grounded theory, Qualitative Research, 6(4), pp. 497-513.
67. Sanchez-Burks, J. and Huy, Q.N. (2009) Emotional aperture and strategic change: the accurate recognition of collective emotions, Organization Science, 20(1), pp. 22-34.
68. Schatzki, T.R., Knorr-Cetina, K. and Savigny, E. (2001) The Practice Turn in Contemporary Theory (London: Routledge).
69. Schulman, D.S., Dunleavy, J.R., Harmer, M.J. and Lusk, J.S. (1999) Shared Services: Adding Value to the Business Units (New York: Wiley).
70. Sirkin, H.L., Keenan, P. and Jackson, A. (2005) The hard side of change management, Harvard Business Review, 83(10), pp. 108-118.
71. Star, S. and Griesemer, J. (1989) Institutional ecology, 'translations' and boundary objects: amateurs and professionals in Berkeley's museum of vertebrate zoology, 1907-39, Social Studies of Science, 19(3), pp. 387-420.
72. Stensaker, I., Falkenberg, J. and Grønhaug, K. (2008) Implementation activities and organizational sensemaking, Journal of Applied Behavioral Science, 44(2), pp. 162-185.
73. Suddaby, R. (2006) From the editors: what grounded theory is not, Academy of Management Journal, 49(4), pp. 633-642.
74. The Standish Group (1994) The Chaos Report (Yarmouthport, MA: The Standish Group International).
75. The Standish Group (2009) CHAOS Summary 2009 (Yarmouthport, MA: The Standish Group International).
76. Tsoukas, H. and Chia, R. (2002) On organizational becoming: rethinking organizational change, Organization Science, 13(5), pp. 567-582.
77. Tushman, M.L. and Anderson, P. (1986) Technological discontinuities and organizational environments, Administrative Science Quarterly, 31(3), pp. 439-465.
78. Walsham, G. (2001) Making a World of Difference: IT in a Global Context (Chichester: Wiley).
79. Van De Ven, A. (2007) Engaged Scholarship: A Guide for Organizational and Social Research (Oxford: Oxford University Press).
80. Van De Ven, A. and Poole, M.S. (2005) Alternative approaches for studying organizational change, Organization Studies, 26(9), pp. 1377-1404.
81. Van Maanen, J., Sorensen, J.B. and Mitchell, T.R. (2007) The interplay between theory and method, Academy of Management Review, 32(4), pp. 1145-1154.
82. Whittle, A., Suhomlinova, O. and Mueller, F. (2010) Funnel of interests: the discursive translation of organizational change, Journal of Applied Behavioral Science, 46(1), pp. 16-37.
83. Zammuto, R.F., Griffith, T.L., Majchrzak, A., Dougherty, D.J. and Faraj, S. (2007) Information technology and the changing fabric of organization, Organization Science, 18(5), pp. 749-762.