Five Roles of an Information System: A Social Constructionist Approach to Analysing the Use of ERP Systems

Askenäs, Linda; Westelius, Alf

doi:10.28945/527

Cited by 21 publications

(28 citation statements)

References 11 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…A more heterogeneous group would most likely have strengthened the picture with nuances and contradictions of the enterprise system, the role of the technology and the implementation process critical factors (cf. Askenäs and Westelius, 2000;Holland and Light, 1999;Keen, 1981;Markus and Robey, 1988).…”

Section: The Administrative Paradox and The Enterprise System In Usementioning

confidence: 99%

“…A necessary level of standardization and institutionalization needs to be present (Orlikowski, 1992). Askenäs and Westelius (2000) also state that it is not possible for all users (stakeholders) to change the information system according to their own personal wishes. An enterprise system will consequently never be able to adapt totally to every individual's wishes or collective wishes on an organizational level.…”

Section: The Administrative Paradox and The Enterprise System In Usementioning

confidence: 99%

See 1 more Smart Citation

A multi-disciplinary profile of IS/IT outsourcing research

Alsudairi

Dwivedi

2010

Journal of Enterprise Information Management

View full text Add to dashboard Cite

1 AbstractPurpose -The main purpose of this article is to discuss if an enterprise system (ES) is a part of an organization's administrative paradox. The questions raised here is which role the ES has in organizing, focusing aspects of flexibility and stability. Design/Methodology/Approach -This study is a qualitative, longitudinal, case study of how an ES maintain, and even reinforce, existing administrative organizational structures. The theoretical lens used is mainly structuration theory. Findings -This article argues that an ES can take the part of an organization's administrative paradox. An administrative paradox is two sides of the same coin when coordinating organizations -the concurrent striving for flexibility and stability. The studied ES even centralizes control, creates norms, and enhances power for actors in positions of authority (top management). Due to its structure and configuration the ES is a powerful tool to coordinate. The ES is considered to be organizationally ungainly, but at the same time indispensable. Practical implications -the case study how the administrative paradox becomes present in an organization implementing and using and ES. The case also provides valuable insights on how the studied organizations tries to deal with standardization/stability and flexibility that can be valuable for other system users or implementers to learn from, as well as the analysis as a whole. Originality/value -This paper originally combines structuration theory and theories covering the administrative paradox and aspects of coordination in order to analyze and discuss the implementation and use of an ES.

show abstract

Section: The Administrative Paradox and The Enterprise System In Usementioning

confidence: 99%

Section: The Administrative Paradox and The Enterprise System In Usementioning

confidence: 99%

A multi-disciplinary profile of IS/IT outsourcing research

Alsudairi

Dwivedi

2010

Journal of Enterprise Information Management

View full text Add to dashboard Cite

show abstract

“…Data on microchips forms the baseline for many managerial decisions and business strategies. Computerized Information Systems are being used in organizations the world over not only as objects but also as actors (Askenas & Westelius, 2003). Organizations are being compelled to question and redesign their entire existing traditional operations in a way that uses information technologies and information systems design to serve their business better (Vat, 2004).…”

Section: )mentioning

confidence: 99%

TQM for Information Systems: Are Indian Organizations Ready?

Siddiqui¹,

Rahman²

2006

IJIKM

View full text Add to dashboard Cite

Conceiving that Total Quality Management (TQM) is a process of embedding quality awareness at every step of production or service while targeting the end customer, we represent it as based on five cardinal principles of top management conviction, customer centric advancements of processes, benchmarking, relentless improvement, and strengthening the employee base. Lodged in the back-drop of increasing awareness for benefit realization through a synergy between Information Systems and TQM this paper examines the readiness of IS managers in India for TQM. Drawing from the results of a questionnaire-based survey conducted amongst IS professionals of some Indian companies it uses multivariate analysis to quantify the extent of top management support for TQM in IS, the extent of benefits realized by TQM, relationship between IS-TQM realized benefits and top management support and relationship between the IS-TQM realized benefits and TQM principles implemented. We conclude that Indian IS managers have a fair understanding of TQM and this shows an upward trend. Top management support is the single most important factor needed for implementation of TQM for IS and better quality of services is presumed to be the most important benefit realized by the firm. The findings fall in compliance with other studies but contribute to research in the unique Indian Market for a potential global investor.

show abstract

“…Samtidigt som IT-systemet 226 Se ex. Andréasson & Melin (2011) 227 Yanow (2003) i Hajer & Wagenaar (2003), Askenäs & Westelius (2003) (i exemplet ovan) påverkas av olika sociala kontexter, så påverkar det samtidigt självt dessa. Det går att ta resonemanget om hur tekniken är socialt konstruerad ännu längre: på fabriken där hårdvaran massproduceras har kretskorten en viss dimension på grund av internationella standarder som är konstruerade i sociala sammanhang och så vidare.…”

unclassified

“…I nästa kapi-584 Winner (1985), Albrechtslund (2007), Bannister & Connolly (2014) 585 ), Bannister & Connolly (2014 586 Se ex. Yanow (2003), Askenäs & Westelius (2003) 587 Bannister & Connolly (2014) 588 Hedström (2007) …”

mentioning

confidence: 99%

Digitalisering i den offentliga förvaltningen : IT, värden och legitimitet

Andréasson¹

2015

View full text Add to dashboard Cite

We live in a society where the importance of digitalisation grows in every day life as well as in the workplace. In this dissertation the development of the digitalisation of public administration is studiedthis development is usually referred to as e-government. The main focus of the analysis in this dissertation is to gain a better understanding of the meanings of values in these digitalisation processes in public organisations.Three qualitative, interpretative case studies make up the foundation for this analysis. The first case is an analysis of Swedish egovernment policies. The two other cases focus on organisational practices in public administration; the County Council of Östergöt-land and the Swedish Social Insurance Agency. These case studies have been based on interviews, document studies and observations. Theoretically the analyses of the dissertation build on theories of public values, legitimacy and the interplay between organisation and technology. The analyses show which values are given importance in digitalisation processes and how digitalisation can affect basic democratic values in public organisations.The results of the dissertation can be summarised in three comprehensive conclusions: 1) The digitalisation of the public administration is context dependent and takes place in an interplay between technology, policy and administration and the specific values which constitute these different domains.2) The development towards egovernment comprises a multitude of values, and is inspired and shaped by different sets of values.3) The digitalisation can influence the role of the democratic values in public organisations, and therefore affect the legitimacy of the public administration.The main contribution of this dissertation is a deeper understanding of what implications e-government reforms can have for the administrations democratic values and its legitimacy. Processes of digitalisation are not value neutral, but are booth shaped by and shape values in the interplay between technology, political goals and the administrations particular organisational forms. Hereby, awareness of the values of digitalisation becomes crucial when e-government reforms are initiated and carried out. Further research on how technology and public organisations shape each other can contribute to uphold the legitimacy of public administration in a digitalised world.

show abstract

Five Roles of an Information System: A Social Constructionist Approach to Analysing the Use of ERP Systems

Cited by 21 publications

References 11 publications

A multi-disciplinary profile of IS/IT outsourcing research

A multi-disciplinary profile of IS/IT outsourcing research

TQM for Information Systems: Are Indian Organizations Ready?

Digitalisering i den offentliga förvaltningen : IT, värden och legitimitet

Contact Info

Product

Resources

About