ICTS – new organizational form linkage in the Australian context: Theoretical model and research instrument

Abareshi, Ahmad; Martin, Bill; Molla, Alemayehu

doi:10.4301/s1807-17752011000300001

Cited by 5 publications

(2 citation statements)

References 62 publications

(54 reference statements)

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“…In general, the discussion acquiesces that networks and hierarchies are based on distinct institutional logics and underlie two very different organizational forms. Organizational forms here refer to the combination of organizational structure and control systems that give an organization its operating logic and governance (Abareshi et al, 2011;Creed and Miles, 1996). Organizational structure simply refers to how organizations coordinate work.…”

Section: 1mentioning

confidence: 99%

Is mHealth Disrupting the Status Quo? Evidence from Implementations Highlighting Network vs. Hierarchical Institutional Logics

Asangansi¹

2016

E J Info Sys Dev Countries

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Health Management Information Systems (HMIS) in developing countries have yet to live up to expectations because of the significant proportion of implementation failures. Mobile health (mHealth) technologies are being adopted increasingly in Ministries of Health (MoHs) to address aspects of HMIS implementation failure, such as the timeliness and ease of data collection from the lowest levels of healthcare. However, networked technologies such as mobile technologies used in mHealth data collection can introduce a network logic into the organization. This network logic, which often favors open, non‐hierarchical modes of communication, must work with the traditional hierarchical bureaucratic logic of the HMIS and the MoH in which they become embedded. This paper conceptualizes the interaction between these two logics. It draws on succinct, empirical vignettes from two action‐research projects involving the use of mHealth technology to improve data collection for the HMIS in Nigeria. Based on these findings and an institutional logics lens, this paper argues that the interaction between these logics potentially leads to a conflict where the logic embedded in networked technologies (such as mHealth) disrupts and challenges the existing hierarchical logic in the bureaucracy (such as in the MoH). It threatens not only to unsettle existing practices and norms in the organization, but also to restructure (flatten) the organization, due to resistance, loss, or changes in some pre‐existing roles. Practitioners and implementation researchers need to be sensitive to potential hierarchical and network‐centric forces that are involved in implementing mHealth in traditional hierarchical settings, particularly with regards to the unintended side effects that may arise in the process.

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Section: 1mentioning

confidence: 99%

Is mHealth Disrupting the Status Quo? Evidence from Implementations Highlighting Network vs. Hierarchical Institutional Logics

Asangansi¹

2016

E J Info Sys Dev Countries

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“…Additionally, previous research offers a great variety of labels of NOFs (e.g. Abareshi et al 2011;Palmer et al 2007;Schreyögg/Sydow 2010). Even though a widely recognized definition of NOFs is still missing (i.e.…”

Section: Introductionmentioning

confidence: 99%

The Paradox of Agility: Reduce Formalization? Introduce Formalization!

Bachmann¹,

Kurzmann²,

Gutierrez³

et al. 2020

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Agile concepts become increasingly popular, given their ability to adapt to a turbulent environment. Hence, they are implemented in various organizations and industries. In this context, complete flexibility and the abolition of formalization in terms of rules, procedures, and instructions are often seen as the Holy Grail for success. Having said this, the following article identifies a paradoxical aspect of agility: The decrease of formalization of some aspects goes along with an increase of formalization of other aspects. Furthermore, we differentiate between two forms of formalization: a coercive, agility hindering and an enabling, agility supporting formalization. We state that in the case of agile adoption, the reduction of coercive formalization leads to an increase in enabling formalization. Building on insights from four case studies, we derive five propositions regarding formalized aspects in the context of agility. Then, we develop a model that links the type and level of formalization to four different types of organizations.

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Strategies for Evaluating Cloud System Providers during the Transformation of Businesses

Firdhous

2015

Advances in Business Information Systems and Analytics

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This chapter takes a comprehensive look at the strategies and mechanisms developed for evaluating cloud services during business transformation. During business transformation, enterprises need to make decisions that would have long lasting impacts on the performance and profitability of the businesses. One of the important decisions business leaders are required to make is whether to own and manage their own IT infrastructure or outsource them from a public cloud provider. Due to the attractiveness of cloud computing, there are many cloud providers in the market creating a confusion in the minds of the customers who to select. Hence it is necessary to use proper strategies and mechanisms to evaluate the performance and the suitability of the service providers in meeting the customer requirements. This chapter takes an in depth look at some of the strategies, frameworks, mechanisms and tools proposed by researchers for evaluating cloud services in the literature with reference to their applicability, suitability, advantages and disadvantages.

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ICTS – new organizational form linkage in the Australian context: Theoretical model and research instrument

Cited by 5 publications

References 62 publications

Is mHealth Disrupting the Status Quo? Evidence from Implementations Highlighting Network vs. Hierarchical Institutional Logics

Is mHealth Disrupting the Status Quo? Evidence from Implementations Highlighting Network vs. Hierarchical Institutional Logics

The Paradox of Agility: Reduce Formalization? Introduce Formalization!

Strategies for Evaluating Cloud System Providers during the Transformation of Businesses

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