Information systems development as emergent socio-technical change: a practice approach

Luna‐Reyes, Luis F.; Zhang, Jing; Gil-García, J. Ramón; Cresswell, Anthony M.

doi:10.1057/palgrave.ejis.3000524

Cited by 142 publications

(73 citation statements)

References 49 publications

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“…Knowledge sharing is challenging during ISD efforts. Better approaches to sharing knowledge may avoid this problem (Byrd et al, 1992), but due to the contextual nature of knowledge, often times this is not enough to develop an effective IT (Luna-Reyes et al, 2005). Large ISD projects usually involve processes of knowledge sharing that cut across organizational boundaries that separate project stakeholders within the same corporation.…”

Section: Issue 2: Knowledge Sharing In Post-merger Isdmentioning

confidence: 99%

Insights from a Review of the Literature on Post-Merger Information Systems/Information Technology Integration

Vieru¹,

Rivard²,

Dutot³

2014

IBR

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The paper presents an assessment of Information Systems (IS) and Information Technology (IT) literature on mergers and acquisitions (M&A). Although the last decade has seen an increase in research on the challenges associated with the integration of IS/IT during the post-merger integration (PMI) phase, substantial gaps in our knowledge exist. Our literature review analyzes IS/IT studies in terms of their theoretical perspective, logical structure, knowledge relevancy, and the nature of the IS/IT phenomena studied. Finally, it identifies five methodological and theoretical issues that open the way to future research.

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Section: Issue 2: Knowledge Sharing In Post-merger Isdmentioning

confidence: 99%

Insights from a Review of the Literature on Post-Merger Information Systems/Information Technology Integration

Vieru¹,

Rivard²,

Dutot³

2014

IBR

View full text Add to dashboard Cite

show abstract

“…Extant research on mergers depicts a clear connection between knowledge sharing between the members of merging parties and value creation (e.g., Graebner, 2004). In parallel, the IS literature recognizes that a major reason for the failure of some ISs to deliver the expected benefits is the lack of effective knowledge sharing among IS project participants (Orlikowski, 2002;Luna-Reyes, Zhang, Gil-Garcia, & Cresswell, 2005).…”

Section: Introductionmentioning

confidence: 99%

“…Our choice of knowledge sharing practices across boundaries as a theoretical lens is based on studies that have shown, albeit not in a PMI context, that knowledge sharing during IS projects involving individuals engaged in different practices is both critical and difficult (Luna-Reyes et al, 2005;Levina & Vaast, 2005). We adopt a practice perspective, which conceptualizes knowledge as an integral part of daily work practices (Carlile, 2002).…”

Section: What Key Knowledge-sharing Challenges Are Organizations Likementioning

confidence: 99%

Knowledge Sharing Challenges during Post-Merger Integration: The Role of Boundary Spanners and of Organizational Identity

Vieru¹,

Rivard²

2015

IJBM

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When organizations merge, information systems (IS) need to be integrated to span the demarcations between the previously independent entities, be to bridge the pre-merger ISs or as new, single IS. Although research stresses the important role played by ISs in support of the combined organizations, there is a paucity of studies on the process of IS integration. Grounded in the practice perspective of knowledge and on the concept of organizational identity, we first propose a conceptual framework that conjectures about effective knowledge sharing processes, boundary objects and the role that boundary spanners are expected to play if they are to be effective. Then, we assess the relational dynamics suggested by our framework in four existing case studies from the academic literature that present rich post-merger IS integration data.

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“…Studies that examine e-government projects from an institutional lens often focus on whether e-government systems have become institutionalized or not [6], [25]. There is not enough work that explores the nature of institutional interplay and how it conditions the micro-level process of implementation [6].…”

Section: Introductionmentioning

confidence: 99%

Formatting the Public Sector with ICTs: Exploring Institutional Sources and Processes

Alghatam

2012

ICT Critical Infrastructures and Society

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Abstract. This paper discusses the process in which e-government projects are initiated and locally negotiated within the public sector organizations. The issue is explored by employing the theoretical concept of global formats. The concept of formats is employed to explore two interlinked themes: the institutional sources for e-government projects and the processes of locally appropriating these projects within the organizational setting. This paper focuses on an egovernment project that was successfully implemented in one of Dubai's public sector organizations.

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Information systems development as emergent socio-technical change: a practice approach

Cited by 142 publications

References 49 publications

Insights from a Review of the Literature on Post-Merger Information Systems/Information Technology Integration

Insights from a Review of the Literature on Post-Merger Information Systems/Information Technology Integration

Knowledge Sharing Challenges during Post-Merger Integration: The Role of Boundary Spanners and of Organizational Identity

Formatting the Public Sector with ICTs: Exploring Institutional Sources and Processes

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