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Strategy Blindness as Disciplined IT-use Practice: Looking Past the 'Unintended and Unexpected' through the Practice Lens
Umeå University, Faculty of Social Sciences, Umeå Centre for Gender Studies (UCGS). Swedish Center for Digital Innovation.
2016 (English)In: 2016 49th Annual Hawaii International Conference on System Science (HICSS), IEEE Computer Society, 2016, 4644-4653 p.Conference paper, Published paper (Refereed)
Abstract [en]

Strategy blindness is commonly understood as an unexpected outcome of IS strategy implementation that results as users make sense of new IT resources in unintended ways. What could be learned by instead treating strategy blindness expected? To this end, this paper unpacks some common assumptions of strategic failure and presents an alternative assumption ground. To explain how masculinites form sources of strategy failure, I reanalyze IT use at a Swedish paper-mill as negotiated among rough and respectable men: blue-collar workers and white-collar managers are shown to maintain distinct hierarchies yet enact the same fixed IT use reality; in each case, intimate relations to the paper machine dictated their ways. Power plays of optimization and mastery illustrate each identity. I then critique current ideas in strategic management and received notions of how IT matters in strategy practice.

Place, publisher, year, edition, pages
IEEE Computer Society, 2016. 4644-4653 p.
Series
Proceedings of the Annual Hawaii International Conference on System Sciences, ISSN 1060-3425
National Category
Information Systems, Social aspects
Identifiers
URN: urn:nbn:se:umu:diva-109758DOI: 10.1109/HICSS.2016.576ISI: 000377358204085ISBN: 978-0-7695-5670-3 (print)OAI: oai:DiVA.org:umu-109758DiVA: diva2:858977
Conference
Hawaii International Conference on System Sciences (HICSS), January 5-8, 2016, Grand Hyatt Kauai
Available from: 2015-10-05 Created: 2015-10-05 Last updated: 2016-07-11Bibliographically approved
In thesis
1. Digital transformation: the material roles of IT resources and their political uses
Open this publication in new window or tab >>Digital transformation: the material roles of IT resources and their political uses
2015 (English)Doctoral thesis, comprehensive summary (Other academic)
Alternative title[sv]
Digital transformation : den materiella betydelsen av IT-resurser och dess politiska användning i strategiska informationssystem
Abstract [en]

As IT became ubiquitous, we recognized that IT was everywhere but in our theories. Despite significant efforts, Information System (IS) research is still in desperate search for the IT artifact. Recent reviews show that IS research first and foremost considers IT resources as a socio-technical and managerial concern. Analyses of inertia are restricted to cognitive limitations or technical challenges of IT development and use as separate activities. Hence, IS research assumes that more development resources, extended training, and better management could turn most failures into success. In this thesis, I posit that IS strategy research often treats normal failure as unexpected to maintain the rational idea that managers are in control and that IT does not matter in and of itself. I argue that planned and convergent views of change work well under stable and unitary conditions but in this way fail to account for the complexity of current IS strategy practice. To substantiate this claim, I demonstrate how IS research routinely neglects the material IT use story in the context of digital transformation (DT) studies and social informatics. Political conflict is a constant theme in IS strategy implementation research, yet few studies provided explanation for the apprehension that managers and workers display during the introduction of new IT resources; even as most managers remain men I found also no study that theorized gender politics as related to IS strategy outcomes. I argue in particular that the IS fields routine adherence to borrowed assumptions about the pace, linearity, and sequence of radical change have limited IS scholars to marginally improve on received DT narratives in which IT plays little or no part as IT appears as an agent mostly before and after DT. Though much is said about how IT triggers and enables organizational change, the actual processes and mechanisms that underlies IS strategy change enactments are thus poorly understood. To examine how the material roles of IT resources and their political use can be captured and explained, I summarize and synthesize insights grounded in empirics from four appended research papers. In this way, I chart avenues for material theorizing of micro-affordances and institutions, and develop an IS strategy-as-practice lens that attends IT use as a material practice. After developing this lens, I discuss how material practice perspectives afford deep understanding of the materialities through which actors create, sustain, and transform organizational practice with digital material, and highlight some opportunities to observe the social consequences of IT use in the context of critical studies on men and masculinities and digital gender.

Place, publisher, year, edition, pages
Umeå: Umeå universitet, 2015. 112 p.
Series
Research reports in informatics, ISSN 1401-4572 ; 15.03
National Category
Information Systems, Social aspects
Identifiers
urn:nbn:se:umu:diva-109761 (URN)978-91-7601-365-6 (ISBN)
Public defence
2015-10-30, MIT-huset, MA1, Umeå universitet, Umeå, 13:00 (English)
Opponent
Supervisors
Available from: 2015-10-09 Created: 2015-10-05 Last updated: 2015-10-09Bibliographically approved

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CiteExportLink to record
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Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf