A Methodological Inquiry of Organizational Noise in Sociotechnical Systems

Ciborra, Claudio; Migliarese, Piero; Romano, Paolo

doi:10.1177/001872678403700801

Cited by 17 publications

(3 citation statements)

References 9 publications

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“…Similar to the early conduit or container models of communication (Shannon & Weaver, 1949; Boland & Tenkasi, 1995), our process model suggests that greater bandwidth between message‐senders and message‐receivers may improve communication effectiveness. In addition, however, our model also incorporates elements corresponding to more contemporary context or systems models of communication (Ciborra et al ., 1984; Thralls & Blyler, 1993; Suchan & Dulek, 1998), which consider the broader context in which communication occurs, as well as problems in the sense‐making process that may occur between members of different occupational groups (Von Meier, 1999).…”

Section: Case Analysismentioning

confidence: 99%

The user–developer communication process: a critical case study

Gallivan

Keil

2002

Information Systems Journal

132

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Abstract. Although user participation in systems development is widely believed to have positive impacts on user acceptance, it does not guarantee success and there is still much that we do not know about how and why user participation sometimes delivers positive benefits, but not always. Much of the prior research on user participation assumes that user–developer communication will ensure that the resulting system will be designed to meet users’ needs and will be accepted by them. The nature and quality of the communication between users and developers, however, remains an understudied aspect of user participation. In this paper, we focus on the user–developer communication process. We propose a process model that delineates four stages of communication between users and software developers, and we argue that these stages must occur for user participation to lead to effective outcomes. To illustrate our model, we apply it to analyse a ‘critical case study’ of a software project that failed despite high levels of user involvement. We show that when ‘communication lapses’ occurred in several of the user–developer communication stages, developers failed to be informed regarding the underlying reasons that users avoided the system. Based on the insights from this case study, we advise researchers and practitioners how to leverage the potential benefits of user participation, rather than take them for granted.

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Section: Case Analysismentioning

confidence: 99%

The user–developer communication process: a critical case study

Gallivan

Keil

2002

Information Systems Journal

132

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“…The presence of noise within existing organizations (e.g. Ciborra et al, 1984;Leather et al, 2003) has been identified as one such obstacle. It has been suggested that the noise sometimes gets so loud that it becomes not only distracting, it swallows burgeoning ideas completely.…”

Section: Implications For Leadership Practice and Researchmentioning

confidence: 99%

Organizational spiritual leadership of worlds “made” and “found”

Geh

2014

Leadership &Amp; Organization Development Journal

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Purpose – The purpose of this paper is to introduce and define the concepts of “energy” and “feel” into understanding organizational spiritual leadership. It does so through the following. First, it offers a view of workplace spirituality by defining the role of organizational spiritual leadership. Second, it introduces the metaphors of “made” as well as “found” organizational worlds, reflecting a constructivist and positivist perspective, respectively, and highlight their relevance to organizational spirituality. Third, it adapts David Kolb's experiential learning model to articulate an experiential learning model for navigating feel in both “made” and “found” worlds. Finally, it derives implications for leadership and organizational development research and practice in the context of workplace spirituality moving forward. Design/methodology/approach – This is a conceptual paper. It explores the ideas of “feel,” “energy,” and “inspiration” in the context of organizational spirituality. It also articulates an experiential learning model for navigating feel by taking into considering the constructivist and positivistic ontological perspectives embodied in the metaphors “made” and “found.” Research limitations/implications – This conceptual paper invites a re-consideration of commonly understood concepts such as motivation, and performance in the context of organizational spirituality. Practical implications – This paper includes telling implications for leaders seeking to understand the increasingly important concept of workplace spirituality. It invites them to seek to better understand why and how organizational spirituality matters to themselves and the people they lead. It prompts them to reconsider the value of important organizational constructs and their continued relevance in a rapidly changing workplace. Originality/value – To the best of the author's knowledge, this paper introduces an original conceptual experiential learning model for navigating “feel” in both “made” and “found” organizational worlds in the study of organizational spirituality.

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“…They address problems regarding for example: the bounded rationality of the decision actor, the presence of uncertainty, the differences in user's individual preferences, the presence of tacit knowledge, the need of adaptive rationality, etc. (Ives and Olson, 1984;Ciborra, Migliarese and Romano, 1984;Heiner, 1983;Davies, 1992;Polany, 1966;Argyris, 1982;Grudin, 1989). For these two components various conceptual background and operational methods are thus available.…”

Section: Introductionmentioning

confidence: 99%

Organizational Relations Analysis and Information Systems Design: A Proposal and an Application

Migliarese¹,

Ferioli²

1997

fail less learn it manage

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This paper proposes a IS (Information System) design method based on the analysis of the system's organizational impact. Three organizational aspects are considered: (i) the analysis of decisional requirements of managers, (ii) the changes the DSS causes in users work habits and (iii) the changes the IS causes in organizational power equilibrium. Whereas points (i) and (ii) can follow existing literature, for the political changes problem instead, the paper proposes a new method based on the analysis of the network of relations existing in the organization. The analysis of organizational relations overcomes some of the limits of the classical organizational perspectives to political analysis of IS introduction. Moreover the paper presents an application of the proposed method regarding a service in a pubblic health agency, in which the relational approach to organizational analysis gives good results.

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A Methodological Inquiry of Organizational Noise in Sociotechnical Systems

Cited by 17 publications

References 9 publications

The user–developer communication process: a critical case study

The user–developer communication process: a critical case study

Organizational spiritual leadership of worlds “made” and “found”

Organizational Relations Analysis and Information Systems Design: A Proposal and an Application

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