Organizational Development Interventions: An Artifaction Perspective

Romme, A.G.L.

doi:10.1177/0021886310390864

Cited by 15 publications

(15 citation statements)

References 87 publications

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“…Due to the volatile nature of organizations and their context the search processes on the instance level are not even ones necessarily aimed at a fixed goal or target (as is typically assumed in deterministic engineering-like design). In management DSR, this non-deterministic perspective on DSR extends to the actual introductory process of an instantiated artifact into a specific context, or, as Romme (2011) calls it: artifaction. He also contributes to a broader perspective on artifacts: the proposed re-definition of the term artifact in DSR as "social fact" going far beyond, and at the same time including, the concept of IT artifacts.…”

Section: Discussion and Limitationsmentioning

confidence: 99%

Design Science as Design of Social Systems – Implications for Information Systems Research

Drechsler

2012

Lecture Notes in Computer Science

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This paper summarizes the current literature on design science research (DSR) in the management field and shows how management DSR can further the DSR discourse in the information systems (IS) field through a novel perspective beyond a focus on the IT artifact and its application context. Based on a review of the management literature, the paper condenses current management DSR into a comprehensive approach. The paper illustrates the benefits of this approach for the IS field by applying it to two typical directions of IS research: traditional IT artifactcentric DSR and DSR for IS/IT management or IT project management organizations. In addition, the paper presents and discusses a novel approach to define IS DSR artifacts, more differentiated views of artifact relevance, and the impacts of artifact instantiations.Keywords: Management Design Science, Organizational Design, Social Design, Socio-Technical Design, Artifact, Relevance.Volume 14, Issue 4, pp., 5-26, December 2013 Marcus Rothenberger acted as the Senior Editor for this paper. Design Science as Design of Social Systems-Implications for Information Systems Research Design Science as Design of Social Systems-Implications for Information Systems Research INTRODUCTIONWhile there is an ongoing discussion about the role and methodologies of design science research (DSR) in the information systems (IS) field, Gregor and Hevner (2013) characterize the current state of IS DSR as focusing on designing socio-technical IT artifacts. This constitutes an evolution from earlier perspectives on IS DSR, where, for example, Hevner et al. (2004) suggest "not [to] include people or elements of organizations" (p. 82) in their definition of the IT artifact. Therefore, we can conclude that IS DSR's focus has shifted gradually over time from viewing IT artifacts with a solely technology-centric perspective to viewing them with an increased consideration of their organizational or social context(s).But there are also positions that criticize this focus on IT artifacts-with or without consideration of their social contexts-altogether. For example, Alter (2003) and Nunamaker and Briggs (2012) propose shifting the perspective of IS research even further away from IT artifacts toward systems in organizations or information systems to create value with information. Furthermore, socio-materiality notes that the material IT artifact and its social context are intertwined and difficult to isolate analytically (Leonardi and Barley 2008). In addition, explanatory research in IS has traditionally emphasized the organizational and social aspect of socio-technical systems (Frank et al. 2008). Furthermore, theories from social science are generally regarded as candidates for kernel theories in the IS field (Walls et al. 1992). In this light, it appears worthwhile to explore IS DSR through a perspective in which IT artifacts constitute only certain elements of a socio-technical system. With this perspective, we can discover how such aarguably radical-reversal of viewpoint may benefit IS ...

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Section: Discussion and Limitationsmentioning

confidence: 99%

Design Science as Design of Social Systems – Implications for Information Systems Research

Drechsler

2012

Lecture Notes in Computer Science

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“…In particular, the ConsulUK case illustrates that an engineering and/or commitment‐oriented blueprint creates favourable conditions for developing a distributed and participative capability for organizational change. These favourable conditions arise when managers and other staff members throughout the organization are enabled and motivated to practise and exercise their practical judgment (Antonacopoulou, ; Romme, ) to facilitate exploitation and adaptation of current business activities, as well as exploration of new opportunities. The following propositions therefore arise from our findings:…”

Section: Discussionmentioning

confidence: 99%

The Dynamism of Organizational Practices: The Role of Employment Blueprints

Romme

Antonacopoulou

Mulders

et al. 2011

British J of Management

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This paper explores how founders' blueprints affect the dynamism of organizational practices, and in particular the capability to sustain as well as change practices. First, a theoretical argument is developed on the critical role of founders' blueprints of the employment model, which are difficult to alter and mark firms' future paths by affecting the dynamism of organizational practices over an extended period of time. Subsequently, case studies of several organizational practices in three management consulting firms in the USA, the Netherlands and the UK illustrate how founders' conceptions of the employment relationship (i.e. their employment model) affect the way in which competing demands of continuity and renewal are addressed. Moreover, engineeringor commitment-oriented blueprints appear to facilitate the capability to adapt, while autocratic blueprints do not.

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“…A host of other sources (e.g. Romme, 2010) recommend the use of Organisational Development (OD) as a model of managing planned change. In particular, Romme defines OD as "any practice that serves to deliberately improve problem solving and renewal processes in organisations" (p. 9).…”

Section: Organisational Leader's Change Management Style As a Correlamentioning

confidence: 99%

A call for Return to Rogers’ Innovation Diffusion Theory

Bakkabulindi¹

2014

Mak. J. High. Edu.

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This paper argues that Rogers' Innovation Diffusion Theory (IDT) is the original theory for guiding research on innovation diffusion and/ or adoption, from which the more recent theories have been derived. Hence, the paper suggests a framework based on the IDT, and derives 14 hypotheses for future research, basing on a review of recent literature. The framework divides the correlates of diffusion and/ or adoption of innovations into three categories: individual adopter characteristics, perceived innovation characteristics and social system or organizational characteristics. In terms of individual adopter characteristics, it is hypothesized that interaction with change agents, training and cosmopolitanism positively relate to the adoption of innovations, while age and income are negatively and positively related to the adoption of innovations respectively. Gender is related to the adoption of innovations in a way that males are more apt. Regarding perceived innovation characteristics, the perceived relative advantage, compatibility, user friendliness and 'observability' are postulated to be positively related to the adoption of innovations. On organizational characteristics, it is postulated that each of organizational readiness for change, culture, size and leader's change management style is positively related to the adoption of innovations. Gaps in the studies reviewed are highlighted.

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Organizational Development Interventions: An Artifaction Perspective

Cited by 15 publications

References 87 publications

Design Science as Design of Social Systems – Implications for Information Systems Research

Design Science as Design of Social Systems – Implications for Information Systems Research

The Dynamism of Organizational Practices: The Role of Employment Blueprints

A call for Return to Rogers’ Innovation Diffusion Theory

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