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Paradoxical effects of institutionalisation on the strategic awareness of technology in organisations

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Paradoxical effects of institutionalisation on the strategic awareness of technology in organisations. / Baptista, João; Newell, Sue; Currie, Wendy.
In: Journal of Strategic Information Systems, Vol. 19, No. 3, 30.09.2010, p. 171-183.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Baptista, J, Newell, S & Currie, W 2010, 'Paradoxical effects of institutionalisation on the strategic awareness of technology in organisations', Journal of Strategic Information Systems, vol. 19, no. 3, pp. 171-183. https://doi.org/10.1016/j.jsis.2010.07.001

APA

Baptista, J., Newell, S., & Currie, W. (2010). Paradoxical effects of institutionalisation on the strategic awareness of technology in organisations. Journal of Strategic Information Systems, 19(3), 171-183. https://doi.org/10.1016/j.jsis.2010.07.001

Vancouver

Baptista J, Newell S, Currie W. Paradoxical effects of institutionalisation on the strategic awareness of technology in organisations. Journal of Strategic Information Systems. 2010 Sept 30;19(3):171-183. Epub 2010 Aug 14. doi: 10.1016/j.jsis.2010.07.001

Author

Baptista, João ; Newell, Sue ; Currie, Wendy. / Paradoxical effects of institutionalisation on the strategic awareness of technology in organisations. In: Journal of Strategic Information Systems. 2010 ; Vol. 19, No. 3. pp. 171-183.

Bibtex

@article{ea4ecc5526654bc08fe8cbd625d7d339,
title = "Paradoxical effects of institutionalisation on the strategic awareness of technology in organisations",
abstract = "Much of the IS literature focuses on the positive impacts of the institutionalisation of IT in business routines; that is it assumes that it is good for IT to become embedded within an organisation. In this paper, however, we explore the 'dark side' of such institutionalisation, demonstrating how a technology once institutionalised can become invisible to management so that its strategic potential is under-exploited while at the same time business risks associated with the IT are ignored. We demonstrate this through an in-depth longitudinal case study which follows the development of an intranet in a bank in the UK over a period of 5 years. By following changes to the management of the intranet and its continuous embedding in work practices, the paper identifies six characteristics of institutionalised systems and highlights five risks for a business. The paper contributes to the literature in IS by exploring the impact for businesses from the apparent paradox between institutionalisation and awareness of the strategic value of technology in organisations.",
keywords = "Institutionalisation, Intranets, Strategic development of IS",
author = "Jo{\~a}o Baptista and Sue Newell and Wendy Currie",
year = "2010",
month = sep,
day = "30",
doi = "10.1016/j.jsis.2010.07.001",
language = "English",
volume = "19",
pages = "171--183",
journal = "Journal of Strategic Information Systems",
issn = "0963-8687",
publisher = "Elsevier",
number = "3",

}

RIS

TY - JOUR

T1 - Paradoxical effects of institutionalisation on the strategic awareness of technology in organisations

AU - Baptista, João

AU - Newell, Sue

AU - Currie, Wendy

PY - 2010/9/30

Y1 - 2010/9/30

N2 - Much of the IS literature focuses on the positive impacts of the institutionalisation of IT in business routines; that is it assumes that it is good for IT to become embedded within an organisation. In this paper, however, we explore the 'dark side' of such institutionalisation, demonstrating how a technology once institutionalised can become invisible to management so that its strategic potential is under-exploited while at the same time business risks associated with the IT are ignored. We demonstrate this through an in-depth longitudinal case study which follows the development of an intranet in a bank in the UK over a period of 5 years. By following changes to the management of the intranet and its continuous embedding in work practices, the paper identifies six characteristics of institutionalised systems and highlights five risks for a business. The paper contributes to the literature in IS by exploring the impact for businesses from the apparent paradox between institutionalisation and awareness of the strategic value of technology in organisations.

AB - Much of the IS literature focuses on the positive impacts of the institutionalisation of IT in business routines; that is it assumes that it is good for IT to become embedded within an organisation. In this paper, however, we explore the 'dark side' of such institutionalisation, demonstrating how a technology once institutionalised can become invisible to management so that its strategic potential is under-exploited while at the same time business risks associated with the IT are ignored. We demonstrate this through an in-depth longitudinal case study which follows the development of an intranet in a bank in the UK over a period of 5 years. By following changes to the management of the intranet and its continuous embedding in work practices, the paper identifies six characteristics of institutionalised systems and highlights five risks for a business. The paper contributes to the literature in IS by exploring the impact for businesses from the apparent paradox between institutionalisation and awareness of the strategic value of technology in organisations.

KW - Institutionalisation

KW - Intranets

KW - Strategic development of IS

U2 - 10.1016/j.jsis.2010.07.001

DO - 10.1016/j.jsis.2010.07.001

M3 - Journal article

AN - SCOPUS:77957708841

VL - 19

SP - 171

EP - 183

JO - Journal of Strategic Information Systems

JF - Journal of Strategic Information Systems

SN - 0963-8687

IS - 3

ER -