A Typology for Organizational ICT Practice

McCarthy, Stephen; O’Raghallaigh, Paidi; Fitzgerald, Ciara; Adam, Frédéric

doi:10.24251/hicss.2017.663

Cited by 4 publications

(13 citation statements)

References 31 publications

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“…The authors then developed an evolving theoretical framework [5,29] (outlined in Section 4) which set out the initial research themes. The framework was iteratively reviewed and refined through reflection on and analysis of the collected data [cf.…”

Section: Methodsmentioning

confidence: 99%

“…Distributed ISD project teams must collaborate remotely across different locations and often across different time zones in order to perform tasks. This is facilitated by the advent of increasingly sophisticated IT solutions such as email, instant messaging, and video conferencing [2,5]. However, despite these advances, distributed project teams still face inherent challenges around collaboration [5,6,7].…”

Section: Literature Reviewmentioning

confidence: 99%

“…This is facilitated by the advent of increasingly sophisticated IT solutions such as email, instant messaging, and video conferencing [2,5]. However, despite these advances, distributed project teams still face inherent challenges around collaboration [5,6,7]. Previous IS studies therefore suggests that team cohesion is a key determinant of team performance in distributed ISD projects [7,9,10].…”

Section: Literature Reviewmentioning

confidence: 99%

“…Distributed ISD projects are a unique category of ISD practice in which team members are organizationally, geographically, or temporally dispersed [4]. The creation of clear and agreed IT solutions is often inhibited in distributed ISD settings due to tensions between macro-level patterns and microlevel interactions among team members [5,6]. For instance, macro-level differences between the positions, interests, and values of a distributed team in turn constrain and enable the interactions between team members during the development of an IT artefact.…”

Section: Introductionmentioning

confidence: 99%

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Distributed ISD Team Leadership and the Paradox of Cohesion and Conflict

McCarthy

O’Raghallaigh

Fitzgerald

et al. 2019

Proceedings of the Annual Hawaii International Conference on System Sciences

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Distributed ISD projects are often typified by deepseated differences between team members from diverse organizational and professional backgrounds. Consequently, literature suggests that cohesion is crucial for aligning the efforts of a distributed ISD team; however, a competing body of literature also asserts that conflict is essential for capitalizing on diverse knowledge flows. Team leaders can therefore face a conundrum around how to balance the paradoxical need for both cohesion and conflict. In this paper, we develop a theoretical framework to analyze case study findings from the 'CDSS project', a distributed ISD project undertaken in an Intensive Care Unit (ICU). We find evidence that distributed ISD leaders must adopt a 'paradox mindset', one which embraces both cohesion and conflict. Based on these findings, we also put forward the concept of 'leadership intelligence' which describes the simultaneous enactment of a diverse set of leadership styles for balancing constructive cohesion and conflict.

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Section: Methodsmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Distributed ISD Team Leadership and the Paradox of Cohesion and Conflict

McCarthy

O’Raghallaigh

Fitzgerald

et al. 2019

Proceedings of the Annual Hawaii International Conference on System Sciences

Self Cite

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“…This section outlines a theoretical framework previously presented in McCarthy, O'Raghallaigh, Fitzgerald, and Adam (2017) and McCarthy et al (2018), which aims to assist in describing and explaining the sociotechnical interactions between individuals and groups. The unit of analysis is the field of practice, and an embedded unit of analysis focuses on the actions of team members and technological objects in the field (c.f.…”

Section: Theoretical Developmentmentioning

confidence: 99%

Social complexity and team cohesion in multiparty information systems development projects

McCarthy

O’Raghallaigh

Fitzgerald

et al. 2018

Journal of Decision Systems

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Access to the full text of the published version may require a subscription. Rights Social Complexity and Team Cohesion in Multiparty Information Systems Development ProjectsDespite the proliferation of Critical Success Factors (CSFs) for Information Systems Development (ISD), the rate of ISD project failure continues to remain exorbitantly high. In particular, social complexity is increasingly seen as an innate feature of multiparty ISD projects which make them less amenable to being 'tamed'. However, an understanding of the intricacies of social complexity and how it impacts team cohesion in multiparty projects remains nascent. In this paper we offer findings from the case study of a funded academia-industry collaboration to investigate the elusive phenomenon of social complexity. A theoretical framework is developed to reveal the factors which contribute to social complexity and its impact on team cohesion in multiparty ISD projects. The findings derived from the application of this lens reveal the numerous challenges to team cohesion that arose from the interplay between macro and micro-level factors. Theoretical and practical implications from the paper are also outlined.

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Data ambiguity and clinical decision making: A qualitative case study of the use of predictive information technologies in a personalized cancer clinical trial

Chorev

2019

Health Informatics J

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Personalized medicine aims to tailor the treatment to the specific characteristics of the individual patient. In the process, physicians engage with multiple sources of data and information to decide on a personalized treatment. This article draws on a qualitative case study of a clinical trial testing a method for matching treatments for advanced cancer patients. Specialists in the trial used data and information processed by a specifically developed drug-efficacy predictive algorithm and other information artifacts to make personalized clinical decisions. While using high-resolution data in the trial was expected to provide a more accurate basis for action, sociomaterial engagements of oncologists with data and its representation by artifacts paradoxically hindered personalized clinical decisions. I contend that the engagement between human discretion, ambiguous data, and malleable artifacts in this non-standardized trial produced moments of contradiction within entanglement. Sociomaterial approaches should acknowledge such conflicts in further analyses of medical practice transitions.

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A Typology for Organizational ICT Practice

Abstract: Abstract

Cited by 4 publications

References 31 publications

Distributed ISD Team Leadership and the Paradox of Cohesion and Conflict

Distributed ISD Team Leadership and the Paradox of Cohesion and Conflict

Social complexity and team cohesion in multiparty information systems development projects

Data ambiguity and clinical decision making: A qualitative case study of the use of predictive information technologies in a personalized cancer clinical trial

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