Information systems and organizational change
Информационные системы и организационные изменения
1981-01-01
SCID: 54.1/trxrhjp5
Discuss with AI
coalition-buildinginformation systemsorganizational changeresistance to changesocial inertia
Figures from the paper
Abstract (AI)
This paper discusses long-term change in organizations in relation to information systems. It reviews causes of social inertia, resistance and counterimplementation. It stresses the pluralistic nature of organizations. Tactics for managing change rely on incremental, facilitative approaches. These limit strategic change which requires coalition-building and careful attention to political mechanisms.
Key Findings
1
Incremental and facilitative change-management tactics can support adaptation but limit the scope of strategic organizational change.
2
Information systems–driven organizational change is shaped by social inertia, resistance, and counterimplementation.
3
Organizations are pluralistic, so change processes reflect competing interests and political dynamics rather than purely technical factors.
4
Strategic change requires coalition-building and careful attention to political mechanisms within the organization.
Research Object
organizational change in relation to information systems
Research Subject
causes of social inertia, resistance, and counterimplementation, and political mechanisms and coalition-building shaping long-term strategic change
Publication Details
Publication Date
1981-01-01
Journal
Publisher
ISSN
Open access PDF
Access Type
Author Information
Download PDF
Subscribe to digest