Handbook of Human-Computer Interaction (Second Edition)
Information technology is a major force for organizational change. Every organization that applies the technology experiences organizational ramifications. This chapter charts the development of different models of organizational effects over a 40-year period. During the 1960s and 1970s, many studies of organizational impact were undertaken that produced conflicting results. As a result, a contingency model of computer impact emerged that accounted for the different impacts by reference to different forms of technology and application. In the last decade, it has become clear that this is also an inadequate model because it does not allow for the active nature of organizations that act to shape the impact of the technology. The chapter examines nine case studies to explore the processes by which organizational impact takes place. The active manner in which these processes operate is summarized in model three. This is an organizational assimilation model in which the three sub-systems of an enterprise interact and create outcomes in each sub-system. The chapter ends with a review of the many methods now available to support this approach and outlines the need for organizational stakeholders to play significant roles in new system developments.
Eason K. D. (1997) Understanding the organisational ramifications of implementing information technology systems. In ‘Handbook of Human-computer interaction’ M.G. Hollander, T.K. Landeaur and P.V. Prabhu (eds) , Amsterdam, Elsevier