European Journal of Information Systems
IT—enabled change: evaluating an improvisational perspective
European Journal of Information Systems
Power, politics, and MIS implementation
Communications of the ACM
From Control to Drift: The Dynamics of Corporate Information Infrastructures
From Control to Drift: The Dynamics of Corporate Information Infrastructures
Market, Hierarchy, and Trust: The Knowledge Economy and the Future of Capitalism
Organization Science
On Organizational Becoming: Rethinking Organizational Change
Organization Science
The key role of organizational culture in a multi-system view of technology-driven change
International Journal of Information Management: The Journal for Information Professionals
Organizational culture and information systems adoption: A three-perspective approach
Information and Organization
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Using Cultural Theory derived from Anthropology as a theoretical lens, this paper investigates the role of culture in the management of techno-change (short for technological change). More specifically, using this lens, the relative effectiveness of three approaches in the management of techno-change, namely, technological determinism, cultural determinism and techno-cultural emergence perspective, is examined. Using findings from three in-depth interpretative case studies, the central thrust is that neither technological determinism, nor cultural determinism, will be successful in the management of techno-change and that what is required is a techno-cultural emergence perspective in the enabling forms of hierarchism, individualism/market, and egalitarianism for successful management of techno-change. Managers should avoid a top-down technocratic or culture-driven approach to implementing and managing techno-change. Instead an incremental/evolutionary approach with ad-hoc improvisation made to culture and technology over time and space makes for an effective techno-change solution.