In the age of the smart machine: the future of work and power
In the age of the smart machine: the future of work and power
Learning from Notes: organizational issues in groupware implementation
CSCW '92 Proceedings of the 1992 ACM conference on Computer-supported cooperative work
The interdisciplinary study of coordination
ACM Computing Surveys (CSUR)
Introduction: what does groupware mean for the organizations hosting it?
Groupware and teamwork
A set of principles for conducting and evaluating interpretive field studies in information systems
MIS Quarterly - Special issue on intensive research in information systems
Sorting things out: classification and its consequences
Sorting things out: classification and its consequences
Collaboration and collaborative information technologies: a review of the evidence
ACM SIGMIS Database - Special issue on infomration systems: current issues and future changes
Interpreting Information Systems in Organizations
Interpreting Information Systems in Organizations
Lotus notes® and collaboration: plus ça change...
Journal of Management Information Systems - Special issue: Information technology and its organizational impact
Adoption, implementation and use of lotus notes in Singapore
International Journal of Information Management: The Journal for Information Professionals
Reconfiguring Boundary Relations: Robotic Innovations in Pharmacy Work
Organization Science
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This article uses the theory of loose coupling to explain failure in the adoption of a technology that was supposed to improve collaboration across one organization's internal boundaries. The research details an interpretive case study of a single organization, MacGregor Crane, in which relatively autonomous individuals are connected only loosely in terms of their daily interactions. The company implemented Lotus Notes® in an attempt to increase collaboration. However, this effort failed because employees in various units, particularly engineering, were reluctant to share information across unit boundaries. In light of these findings, it is suggested that the successful implementation of a collaborative IT within a loosely coupled organization should involve the reconsideration of the organizational members' roles and functions.