Distributed Artificial Intelligence (Vol. 2)
A social process model of user-analyst relationships
MIS Quarterly
Design at work
Structured and opportunistic processing in design: a critical discussion
International Journal of Human-Computer Studies
Power over users: its exercise by system professionals
Communications of the ACM
The sciences of the artificial (3rd ed.)
The sciences of the artificial (3rd ed.)
The unified software development process
The unified software development process
Extreme programming explained: embrace change
Extreme programming explained: embrace change
IT—enabled change: evaluating an improvisational perspective
European Journal of Information Systems
Sorting things out: classification and its consequences
Sorting things out: classification and its consequences
Information, Systems and Information Systems: Making Sense of the Field
Information, Systems and Information Systems: Making Sense of the Field
Agile Project Management With Scrum
Agile Project Management With Scrum
Action-oriented conceptual modelling
European Journal of Information Systems
User participation in decision support systems development: influencing system outcomes
European Journal of Information Systems
Design science in information systems research
MIS Quarterly
Towards a paradigmatic shift in IS: designing for social practice
Proceedings of the 4th International Conference on Design Science Research in Information Systems and Technology
Factors that affect software systems development project outcomes: A survey of research
ACM Computing Surveys (CSUR)
On sociomaterial imbrications: What plagiarism detection systems reveal and why it matters
Information and Organization
Towards the development of activities-oriented platforms serving communities of practice
International Journal of Web Based Communities
International Journal of Healthcare Information Systems and Informatics
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This paper presents the design of a business-aligned information system (IS) from an actor-network perspective, viewing non-human intermediaries jointly as inscriptions and boundary objects. This field study presents a situated view of IS design over time. The design process is assessed through analyzing the intersected activities of a team of seven organizational managers who were defining changes to business processes, information technology, and organizational roles and responsibilities. This view of design presents a very different view to the rational, analytical process that is usually encountered in the IS literature. Instead of an orderly progression, we see a trajectory of design definition, as the team responds to the contingencies and instrumentalities that prevail during the course of a design inquiry. These managers enacted a new reality through their interactions with external stakeholders, senior managers, specifications, procedures, business documents, and IT systems. This study provides much needed rich insights into the complexities of systems definition and negotiation, explaining the situated rationalities underlying IS design as the co-design of business and IT systems. A fifth form of boundary object is suggested by this analysis, which is based on the need to align interests across a network of actors.