New technologies, obsolete organizations
Harvard Business Review
Sequential patterns in information systems development: an application of a social process model
ACM Transactions on Information Systems (TOIS)
GIS for district-level administration in India: problems and opportunities
MIS Quarterly - Special issue on intensive research in information systems
Beyond the It Productivity Paradox
Beyond the It Productivity Paradox
Interpreting Information Systems in Organizations
Interpreting Information Systems in Organizations
Machine Learning and Its Applications, Advanced Lectures
Editorial: eGovernment Strategies: ICT innovation in international public sector contexts
The Journal of Strategic Information Systems
The complex dynamics of high performance teams
Mathematical and Computer Modelling: An International Journal
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This paper combines theoretical models on organisational and Information Systems (ISs) change with the experiential theorising of practitioners from a case study site. Contemporary strands of IS and organisational change literature were reviewed, grouping common themes into planning, leadership, learning and culture approaches. This theoretical basis was extended through a case analysis of an IS organisation in the banking industry which had undergone wide ranging and successful strategic change. Twenty in-depth interviews were conducted with senior experienced change practitioners from across the organisation. Three propositions on IS and organisational change theory were developed from the finding for this research. Firstly, IS change is a subset of organisational change which is frequently noted and argued through existing academic or 'espoused' change theories. Secondly, whether successful or unsuccessful, strategic change is in itself a rich learning experience which may be leveraged through experience, intuition and self-reflexion. Thirdly, managers develop their own 'theories in use' of change based on experiential learning and apply them in a highly context specific 'informed' way. The main contribution of the research is a 'meta-learning' framework for informing IS strategic change which suggests valuable theoretical insights, a practitioner implementation process and proposals for further research directions and limitations.