How should technology-mediated organizational change be explained? a comparison of the contributions of critical realism and activity theory

  • Authors:

  • David K. Allen;Andrew Brown;Stan Karanasios;Alistair Norman

  • Affiliations:

  • AIMTech Research Group, Leeds University Business School, Leeds University, Leeds, United Kingdom;Centre for Employment Relations Innovation and Change, Leeds University Business School, Leeds University, Leeds, United Kingdom;AIMTech Research Group, Leeds University Business School, Leeds University, Leeds, United Kingdom;AIMTech Research Group, Leeds University Business School, Leeds University, Leeds, United Kingdom

  • Venue:
  • MIS Quarterly
  • Year:
  • 2013

Quantified Score

Hi-index 0.00

Visualization

Abstract

In this paper, critical realism and activity theory are compared within the context of theorizing technology-mediated organizational change. An activity theoretic analysis of the implementation of large-scale disruptive information systems in a public sector setting (in particular concerning paramedic treatment of heart attack patients and ambulance dispatch work activity) is used to illustrate how activity theory makes a significant contribution to critical realism, by (1) locating technology within "activity systems" and theorizing change through contradictions and congruencies within those systems; (2) developing recent critical realism-inspired theorization of the "inscription" of cultural and social relations within technology; and (3) developing recent insights of critical realist researchers regarding the way in which the performance management agenda is mediated through IS.