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The Improvisation Effect: A Case Study of User Improvisation and Its Effects on Information System Evolution
ICIS 2008 Proceedings
  • Sean T McGann, Ohio University College of Business
  • Kalle Lyytinen, Case Western Reserve University
Publication Date
1-1-2008
Abstract
Few studies have examined interactions between IT change and organizational change during information systems evolution (ISE). We propose a dynamic model of ISE where change dynamics are captured in four dimensions: planned change, improvised change, organizational change and IT change. This inductively-generated model yields a rich account of ISE and its drivers by integrating the four change dimensions. The model shows how incremental adjustments in IT and organizational processes often grow into a profound change as users improvise. We demonstrate the value of the dynamic model by illustrating ISE processes in the context of two manufacturing organizations implementing the same system over a study period of five years. This paper makes its contribution by holistically characterizing improvisation in the context of IT and organizational change. Our ISE model moves research in organizational and IT change towards a common framing by showing how each affects the other’s form, function and evolution.
Citation Information
Sean T McGann and Kalle Lyytinen. "The Improvisation Effect: A Case Study of User Improvisation and Its Effects on Information System Evolution" (2008)
Available at: http://works.bepress.com/kalle_lyytinen/43/