My choice, your problem? Mandating IT use in large organisational networks

Abstract

On the basis of a four‐year exploratory study of a mandatory information systems implementation by an Italian, multibillion‐dollar dairy cooperative with 2200 members, this paper describes how key stakeholders engage in dynamic transformation processes that shape the technology, the users' practices and the organisation itself. In doing so, this study responds to calls for process‐oriented longitudinal explorations and suggests an alternative path of adoption in which the technology becomes the reification of a bi‐directional discourse about the transformation of practices for the entire network of organisations. In presenting this alternative path, this study unveils a five‐phase change process that both altered perceptions of the technology and its possibilities at the same time resolving tensions among the drivers and users of the mandated system. © 2016 John Wiley & Sons Ltd

From Project Management to Program Management: An Invitation to Investigate Programs Where IT Plays a Significant Role

“…For keywords, we used the terms in Table 2 that encompassed program management, including terms employed as synonyms in recent years. Certainly, additional terms may reveal other studies on program management since papers may describe programs without using the term "program" or focus on project management (e.g., Carugati, Fernández, Mola, & Rossignoli, 2018); indeed, so would a search on journals outside the basket of eight. However, the examined papers were sufficient to drive much of our discussion.…”

“…The program benefits that IT enablement targets are the determinants of program success . The implementation goals often concern effectiveness and efficiency yet also extend to the attainment of larger strategic goals related to the overall organization and the attainment of business benefits though transformation of organizational practices (Carugati et al, 2018;Seddon et al, 2010;Willcocks & Smith, 1995). Having a program perspective in success measures can encourage appropriate actions (Molloy & Stewart, 2012).…”

Factors Affecting Chinese Young Adults’ Acceptance of Connected Health

“…Third, this study further explores how different factors affect consumers' acceptance of connected health by performing a qualitative study based on grounded theory. The current study therefore has limitations inherent in grounded theory research, such as "not being able to produce statistical generalizability and to be limited to the observed case, and thus running the risk of missing aspects of the phenomenon that can be significant" (p. 32) [44]. However, our target of using grounded theory is to explain what we observe and propose a conceptual model based on the obtained contents.…”

Clinical managers' identity at the crossroad of multiple institutional logics in it innovation: The case study of a health care organization in England

“…With a few exceptions (Mola & Carugati, 2012), most research in Information Systems (IS) shows how tension between logics persists across time (eg, Hayes & Rajao, 2011), which plunges IT-enabled transformations in a precarious equilibrium that is continually contested and renegotiated. For example, as an attempt to compromise between conflicting logics, a new technology can be readapted to conform to the practices and norms of the implementation context (Carugati, Fernández, Mola, & Rossignoli, 2018;Davidson & Chismar, 2007). Few studies have analysed the implications of compromising between multiple logics when different occupational roles or professions are involved.…”