User Involvement as an Interaction Process: A Case Study

Newman, Michael; Noble, Faith

doi:10.1287/isre.1.1.89

Cited by 152 publications

(67 citation statements)

References 31 publications

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“…This situation has some similarities to user participators as project hostages (e.g. Kaasbøll and Øgrim, 1994) or pseudo-involvement (Newman and Noble, 1990). So participation in IS development in this context is no silver bullet by just letting the users participate (cf.…”

Section: Organization Of Participationmentioning

confidence: 96%

“…They argue that the formal degree of involvement does not consider the fact that a user's actual level of participation may differ from his or her desired level and this may affect satisfaction. The degree attribute is also discussed by Newman and Noble (1990) who define more superficial types of user participation as "pseudo-involvement" meaning that systems developers just want to catch user needs that are necessary for continuing the design process. Put together, these seven user participation attributes are analysis instruments for characterizing participation in development projects.…”

Section: User Participation In Is Researchmentioning

confidence: 99%

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Exploring the importance of citizen participation and involvement in e‐government projects

Axelsson

Melin

Lindgren

2010

Transforming Government: People, Process and Policy

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Purpose -The purpose of this research is to investigate if, and in that case, how and what the egovernment field can learn from user participation concepts and theories in general IS research. We aim to contribute with further understanding of the importance of citizen participation and involvement within the e-government research body of knowledge and when developing public eservices in practice.Design/Methodology/Approach -The analysis in the article is made from a comparative, qualitative case study of two e-government projects. Three analysis themes are induced from the literature review; practice of participation, incentives for participation, and organization of participation. These themes are guiding the comparative analysis of our data with a concurrent openness to interpretations from the field.Findings -The main results in this article are that the e-government field can get inspiration and learn from methods and approaches in traditional IS projects concerning user participation, but in egovernment we also need methods to handle the challenges that arise when designing public e-services for large, heterogeneous user groups. Citizen engagement cannot be seen as a separate challenge in egovernment, but rather as an integrated part of the process of organizing, managing, and performing egovernment projects. Our analysis themes of participation generated from literature; practice, incentives and organization can be used in order to highlight, analyze, and discuss main issues regarding the challenges of citizen participation within e-government. This is an important implication based on our study that contributes both to theory on and practice of e-government.Practical implications -Lessons to learn from this study concern that many e-government projects have a public e-service as one outcome and an internal e-administration system as another outcome. A dominating internal, agency perspective in such projects might imply that citizens as the user group of the e-service are only seen as passive receivers of the outcome -not as active participants in the development. By applying the analysis themes, proposed in this article, citizens as active participants can be thoroughly discussed when initiating (or evaluating) an e-government project.Originality/value -This article addresses challenges regarding citizen participation in e-government development projects. User participation is well-researched within the IS discipline, but the egovernment setting implies new challenges, that are not explored enough.

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Section: Organization Of Participationmentioning

confidence: 96%

Section: User Participation In Is Researchmentioning

confidence: 99%

Exploring the importance of citizen participation and involvement in e‐government projects

Axelsson

Melin

Lindgren

2010

Transforming Government: People, Process and Policy

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“…Studies found that a large part of these interactions is tainted by power struggles, politics, and interpersonal conflicts (Barki and Hartwick 2001, Newman and Noble 1990, Sambamurthy and Kirsch 2000. This literature typically depicts developers as representing management's interests, which are more powerful than the interests of system users (Bødker, et al 1988, Iivari, et al 1998, Orlikowski 1992, Zuboff 1988).…”

Section: User-developer Collaboration In Isdmentioning

confidence: 99%

Collaborating on Multiparty Information Systems Development Projects: A Collective Reflection-in-Action View

Levina

2005

Information Systems Research

214

176

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Growth of business-to-consumer (B2C) applications such as electronic storefronts, catalogues, and customer support websites has drawn a great number of diverse stakeholders into the IS Development (ISD) practice. Marketing, strategy, and graphic design specialists have joined a variety of technical professionals and business stakeholders in developing B2C applications. Oftentimes, these professionals work for different organizations with different histories, cultures, and reward structures. A longitudinal qualitative field study of a B2C application development project was undertaken in order to build an indepth understanding of the collaborative practices of diverse professionals in ISD projects. The paper proposes that the multi-party collaborative practice can be understood as a "collective reflection-in-action" cycle through which an IS design emerges as a result of agents producing, sharing, and reflecting upon material objects. Agents from diverse backgrounds exert different influences over emergent designs depending on their organization, profession, and project involvement-based power relations. These power relations shape whether collaborators "add to" "ignore," or "challenge" the work produced by others. In turn, agents' actions either reinforce or transform existing power relations depending on who gets to claim credit for and ownership of the emergent design. Implications for the study of boundary objects, team diversity, organizational learning, and contemporary ISD are drawn.

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“…The power perspective analyzes how the introduction of an IT based system may modify the distribution of power among organizational actors (Keen, 1981;Newman and Noble, 1990). Those changes determine the extent to which organizational actors promote, accept or refuse the system (the rule is that everyone tries to maintain or to augment his own power).…”

Section: The Power Perspectivementioning

confidence: 99%

A DSS design method based on organizational change

Ferioli

Migliarese

1996

Implementing Systems for Supporting Management Decisions

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The paper proposes a DSS design approach based on three organizational aspects: (i) the analysis of decisional requirements of managers, (ii) the changes the DSS causes in users work habits and (iii) the changes the DSS causes in organizational power equilibrium. The aim of the proposed approach is to save the implementation from failure and to foresee reasons why organization components might reject the DSS. For each of the three aspects the paper describes the main problem the DSS designer has to face with and some solutions are proposed. In particular, as regards the analysis of power equilibrium changes, the paper proposes a new method based on the analysis of the network of relations existing in the organization. The relational method overcomes some of the limits of the two classical organizational approaches to political analysis of IT system introduction in organizations: i.e. the transaction cost perspective and the organization power theory. The paper describes an application of the proposed design approach, regarding the DSS introduction in a public health agency.

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User Involvement as an Interaction Process: A Case Study

Cited by 152 publications

References 31 publications

Exploring the importance of citizen participation and involvement in e‐government projects

Exploring the importance of citizen participation and involvement in e‐government projects

Collaborating on Multiparty Information Systems Development Projects: A Collective Reflection-in-Action View

A DSS design method based on organizational change

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