Intellectual assembly lines: the rationalization of managerial, professional, and technical work
Computerization and controversy
Big brother and the sweatshop: computer surveillance in the automated office
Computerization and controversy
Challenges and strategies for research in systems development
Paradigm shift: the new promise of information technology
Paradigm shift: the new promise of information technology
ODSS: information technology for organizational change
Decision Support Systems
Reengineering: business change of mythic proportions?
MIS Quarterly
Organizational rules in computer systems: explaining the use of manufacturing resource planning systems
IT divergence in reengineering support: performance expectations vs. perceptions
Information and Management
Power, politics, and MIS implementation
Communications of the ACM
Lessons from a dozen years of group support systems research: a discussion of lab and field findings
Journal of Management Information Systems - Special issue: Information technology and its organizational impact
Strategies for business process reengineering: evidence from field studies
Journal of Management Information Systems - Special section: Toward a theory of business process change management
Business process redesign: tactics for managing radical change
Journal of Management Information Systems - Special section: Toward a theory of business process change management
Understanding Business Process Change Failure: An Actor-Network Perspective
Journal of Management Information Systems
Organizing Visions for Information Technology and the Information Systems Executive Response
Journal of Management Information Systems
Journal of Management Information Systems
Building a Common Understanding of Critical Success Factors for an ERP Project Implementation
Proceedings of the 2008 conference on Collaborative Decision Making: Perspectives and Challenges
Innovating mindfully with information technology
MIS Quarterly
The Journal of Strategic Information Systems
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Organizations are continually influenced by notions of management promoted through broadly held visions of managerial practice. These notions often incorporate models that generally prescribe information technologies as enabling agents for directed organizational change. Such concepts reflect highly cohesive, self-referential systems of beliefs, goals, and rules that structure perspectives about computerization and work in organizations. To achieve "breakthrough" changes in efficiency, performance, or competitive advantage, organizations must translate these high concepts into a specific model of change appropriate for their organizational context. This study shows how abstract and institutional-level conceptions about change are translated into actionable and individual-level realities, and how within this translation the organization's ability to reform can be locked into a constraining process. As consultants bridge institutionalized conceptions of management to discrete organizational activities, participants of change adopt not only the vision of change but also new ways to talk, act, and plan. This adoption may inhibit change by blocking effective discussion and forcing compliance to ill-fitting prescriptions.