INFORMATION SYSTEMS, POWER, AND ORGANIZATIONAL RELATIONS: A CASE STUDY

Proceedings of the 20th International Conference on Information Systems, ICIS 1999

Volumn , Issue , 1999, Pages 286-290

  Doolin, Bill ^a  

^a UNIVERSITY OF WAIKATO   (New Zealand)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 85138714612     PISSN: None     EISSN: None     Source Type: Conference Proceeding    
DOI: None     Document Type: Conference Paper

References (19)

1. Bloomfield, B. P. “The Role of Information Systems in the UK National Health Service: Action at a Distance and the Fetish of Calculation,” Social Studies of Science (21:4), 1991, pp. 701-734.
2. Bloomfield, B. P. “Power, Machines and Social Relations: Delegating to Information Technology in the National Health Service,” Organization (2:3/4), 1995, pp. 489-518.
3. Bloomfield, B. P., and Coombs, R. “Information Technology, Control and Power: The Centralization and Decentralization Debate Revisited,” Journal of Management Studies (29:4), 1992, pp. 459-484.
4. Bloomfield, B. P.; Coombs, R.; and Owen, J. “The Social Construction of Information Systems: The Implications for Management Control,” in The Management of Information and Communication Technologies: Emerging Patterns of Control, R. Mansell (ed.), London: Aslib, 1994, pp. 143-157.
5. Bloomfield, B. P.; Coombs, R.; Owen, J.; and Taylor, P. “Doctors as Managers: Constructing Systems and Users in the National Health Service,” in Information Technology and Organizations: Strategies, Networks and Integration, B. P. Bloomfield, R. Coombs, D. Knights, and D. Littler (eds.), Oxford: Oxford University Press, 1997, pp. 112-134.
6. Boland, R. J., Jr., and Schultze, U. “From Work to Activity: Technology and the Narrative of Progress,” in Information Technology and Changes in Organizational Work, W. J. Orlikowski, G. Walsham, M. R. Jones, and J. I. DeGross (eds.), London: Chapman and Hall, 1996, pp. 308-324.
7. Coombs, R.; Knights, D.; and Willmott, H. C. “Culture, Control and Competition: Towards a Conceptual Framework for the Study of Information Technology in Organizations,” Organization Studies (13:3), 1992, pp. 51-72.
8. Covaleski, M. A.; Dirsmith, M. W.; and Michelman, J. E. “An Institutional Theory Perspective on the DRG Framework, Case-mix Accounting Systems and Health-care Organizations,” Accounting, Organizations and Society (18:1), 1993, pp. 65-80.
9. Foucault, M. Discipline and Punish: The Birth of the Prison, London: Penguin, 1977.
10. Ham, C., and Hunter, D. J. Managing Clinical Activity in the NHS, London: King’s Fund Institute, 1988.
11. Kimble, C., and McLoughlin, K. “Changes to the Organisation and the Work of Managers Following the Introduction of an Integrated Information System,” in The Management of Information and Communication Technologies: Emerging Patterns of Control, R. Mansell (ed.), London: Aslib., 1994, pp. 158-177.
12. Knights, D., and Morgan, G. “Corporate Strategy, Organizations and Subjectivity: A Critique,” Organization Studies (12:2), 1991, pp. 251-273.
13. Knights, D., and Murray, F. Managers Divided: Organisation Politics and Information Technology Management, Chichester, England: Wiley, 1994.
14. Latour, B. Science in Action: How to Follow Scientists and Engineers Through Society, Cambridge, MA: Harvard University Press, 1987.
15. Laughlin, R. “Can the Information Systems for the NHS Internal Market Work?” Public Money and Management (11:3), 1991, pp. 37-41.
16. Morgan, G., and Willmott, H. “The ‘New’ Accounting Research: On Making Accounting More Visible,” Accounting, Auditing and Accountability Journal (6:4), 1993, pp. 3-36.
17. Orlikowski, W. J. “Integrated Information Environment or Matrix of Control? The Contradictory Implications of Information Technology,” Accounting, Management and Information Technologies (1:1), 1991, pp. 9-42.
18. Packwood, T.; Keen, J.; and Buxton, M. Hospitals in Transition: The Resource Management Experiment, Milton Keynes, England: Open University Press, 1991.
19. Symes, D. “Resource Management in the National Health Service,” in Handbook of Public Services Management, C. Pollitt and S. Harrison (eds.), Oxford: Blackwell, 1992, pp. 194-204.