Office automation: a social and organizational perspective
Office automation: a social and organizational perspective
Information systems and organizational change
Communications of the ACM
Office Systems Integration
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There is an underlying philosophy behind much of the published literature that implementation is a rational, deterministic process and a belief that the people affected by the change will behave in a manner consistent with the implementor's view of the world. This results in simplistic analyses of change management such as Alter's (1980) four suggestions: divide the project into manageable pieces, keep the solution simple, develop a support base and meet user needs. Gordon, Lewis and Young (1977) note: “Policy making may be seen as an inescapably political activity into which the perceptions of individual actors enter at all stages. In this case, implementation becomes a problematic activity rather than something that can be taken for granted as in the rational process model; policy is seen as a bargained outcome, the environment as conflictual and the process is characterized by diversity and constraint.”