Show simple item record Kling, Rob Tillquist, John 2006-07-03T15:40:31Z 2006-07-03T15:40:31Z 1998
dc.description.abstract Management models of IT-enabled organizational change like business process re-engineering, networking organizations, and complementary IT-to-business strategies, circulate broadly through the academic literature and popular business press. But h ow do these models carried within the management discourse influence the praxis of strategic planning? This study examines a strategic planning process as it is shaped by a popular IT-enabled change model. We found that popular cultural models of IT-ena bled change shape the organizational planning process by defining the mode of participant expression and pre-defining taken-for-granted assumptions of work and work organization. Our data show how models of IT-enabled change facilitate sense-making. We di fferentiate between socially-rich and socially-thin models, and argue that the latter, linked to popularized conceptions of management carried in the practitioner literature, are especially problematic for organizational participants and can undermine eff ective organizational action. en
dc.description.sponsorship Indiana University, NSF Grant SRB-93-21375, Canadian Social Sciences and Humanities Research Council grant en
dc.format.extent 108162 bytes
dc.format.extent 10176 bytes
dc.format.mimetype text/html
dc.format.mimetype image/jpeg
dc.language.iso en_US en
dc.publisher Rob Kling Center for Social Informatics en
dc.relation.ispartofseries WP-98-02 en
dc.rights Creative Commons license en
dc.subject social informatics en
dc.subject re-engineering en
dc.subject sense-making en
dc.subject strategic planning en
dc.subject BPR en
dc.subject pharmaceutical en
dc.title Conceiving IT-Enabled Organizational Change en
dc.type Working Paper en

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