Informing strategic IS change: Towards a ‘meta-learning’ framework

Pillay, John; Hackney, Ray; Braganza, Ashley

doi:10.1016/j.jsis.2011.12.002

Cited by 17 publications

(12 citation statements)

References 30 publications

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“…Success factors in IS differ according to various points of view of organizational groups, due to differences in cultural background and education (Dwivedi et al, 2015). Other authors mention that organizational culture is a dimension that influences change management, often a consequence of IS implementation (Pillay, Hackney, & Braganza, 2012). Information sharing values, which are related to social conditions of voluntary knowledge sharing, were also studied as a critical factor to enhance business intelligence systems' success (Popovič, Hackney, Coelho, & Jaklič, 2014).…”

Section: Is Success Measurementmentioning

confidence: 99%

Cultural impacts on e-learning systems' success

Aparício

Bação

Oliveira

2016

The Internet and Higher Education

161

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E-learning systems are enablers in the learning process, strengthening their importance as part of the educational strategy. Understanding the determinants of e-learning success is crucial for defining instructional strategies. Several authors have studied e-learning implementation and adoption, and various studies have addressed e-learning success from different perspectives. However, none of these studies have verified whether students' cultural characteristics, such as individualism versus collectivism (individualism/collectivism), play a determinant role in the perceived e-learning success. This study provides a deeper understanding of the impact of students' cultural characteristics, for individualism/collectivism, on the perceived outcomes of e-learning systems use. This study proposes an e-learning systems success model that includes a cultural construct, individualism/collectivism. This paper reports an empirical study developed through an electronic survey distributed to higher education students belonging to various learning levels and from various universities. The study applies quantitative methods to obtain results. Our findings demonstrate that learners' perceived individual impact is positively influenced by their satisfaction and e-learning systems' use.Results demonstrate the determinant role of individualism/collectivism on individual and organizational impacts. Students influenced by collective culture perceive more individual and organizational impacts than individualistic culture students. Individualism/collectivism also moderates the users' perceived satisfaction on individual impact, and from individual impacts to organiza-tional impacts. The result shows that for the students with a stronger individualistic culture, satisfaction plays a central role in the way they assess the individual impacts, and individual impacts on organizational impacts. This empirical research discusses the theoretical and practical implications.

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Section: Is Success Measurementmentioning

confidence: 99%

Cultural impacts on e-learning systems' success

Aparício

Bação

Oliveira

2016

The Internet and Higher Education

161

View full text Add to dashboard Cite

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“…For example, system strategies should include new roles of information management specialists that consider cultural value systems (Jackson, 1987). Also focusing on organizational culture, Pillay et al (2012) explore culture as a factor that informs strategic IS change management. Based on interviews with practitioners from the banking sector, they find on the one hand, for example, that culture sows the seed for change and helps to manage user resistance.…”

Section: Culture Influences Strategy-is Factors (C → S-is)mentioning

confidence: 99%

“…Contributions focusing on the organizational culture as an independent factor are often normative. Jackson (1987), Pillay et al (2012) and Williams (1997) all share the idea that an ideal culture exists that has positive effects on organizational goals. When papers examine culture as a dependent variable, a key theme describes the influence of an implementation strategy on organizational or group culture.…”

Section: Strategy Influences Is Influences Culture (S → Is → C)mentioning

confidence: 99%

“…Therefore, such a system's users should be members of the development team in order to take ownership and to share values that forge a cultural identity. Similarly, Pillay et al (2012) describe how an organization harnessed its organizational culture to create momentum and facilitate an IS change project. Management developed a sense of professionalism about the change and influenced people at team level to build coalitions and a culture committed to change.…”

Section: Management Of Cultural Identity In Strategic Is Contextsmentioning

confidence: 99%

“…In this context, the papers we identified (Kimaro & Nhampossa, 2005;Pillay et al, 2012;Robey & Rodriguez-Diaz, 1989) suggest that organizations can strategically use IS to create a dominant culture.…”

Section: Management Of Cultural Identity In Strategic Is Contextsmentioning

confidence: 99%

See 2 more Smart Citations

Reviewing the Role of Culture in Strategic Information Systems Research: A Call for Prescriptive Theorizing on Culture Management

Kummer¹,

Schmiedel²

2016

CAIS

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Abstract:Culture is an important topic in strategic information systems (IS) research, particularly because information technology (IT) projects are often accompanied by cultural challenges. While culture has been widely analyzed in this discipline, there is a lack of research that systematically examines the role of culture in strategic IS research. With a structured literature review, we investigate the relation patterns between culture, strategy, and IS-related concepts in terms of dependent, moderating, and independent variables and the research approach in terms of descriptive, normative, and prescriptive. Four different patterns emerge, each one closely related to specific forms of theorizing and corresponding research designs. Research streams focusing on descriptive explanations of culture's role are rather exhausted. IS research that builds on a normative understanding of culture exists in selected areas, while theorizing on the prescriptive management of culture has been largely neglected despite the relevance of cultural challenges in IS projects. We derive areas for future research and present two themes that emerged in our study to demonstrate how descriptive and normative approaches can provide a foundation for research on the prescriptive management of culture in strategic IS projects: the management of cultural clashes and the management of cultural identity.

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The Innovation of Multiview3 for Development Professionals

Bell

Wood–Harper²

2014

E J Info Sys Dev Countries

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The Multiview Methodology for Information Systems Development has never been a widely used or mass-market approach. It has always had a small user base, a localised approach to a global issue: coherent IS development. This paper concerns the underreported innovation of the Multiview3 methodology for Information systems analysis, design and developmentspecifically designed for non-specialists working in developing countries. The innovation emerged from the identification of a methodological 'gap' in support for non-specialists struggling with Information Systems problem structuring challenges. The Multiview3 story tells us how IS methodology can be innovated to address the needs of users. This version of Multiview is argued to be theoretically distinct from previous versions in terms of its focus (developing countries) and application (problem solving and co-learning in practice).

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Informing strategic IS change: Towards a ‘meta-learning’ framework

Cited by 17 publications

References 30 publications

Cultural impacts on e-learning systems' success

Cultural impacts on e-learning systems' success

Reviewing the Role of Culture in Strategic Information Systems Research: A Call for Prescriptive Theorizing on Culture Management

The Innovation of Multiview3 for Development Professionals

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