Journal of Information Technology

The recently developed knowledge-based view of the firm argues that knowledge is the firm's most valuable resource. Within this field of study, informal social networks are rapidly gaining attention as mechanisms that facilitate knowledge flows. Electronic networks of practice (NoPs) are a special case of informal network where the sharing of practice-related knowledge occurs primarily through computer-based communication technologies. However, we know relatively little about the dynamics of knowledge exchange that occur in these electronic networks. This conceptual paper posits that there is a relationship between the structural properties of electronic NoPs and successful knowledge exchange. The theoretical positions of social network theory and the knowledge-based view of the firm are used to support this claim. A review of the extant literature reveals that a clear conceptual framework for NoPs is lacking. The objective of this research is to contribute to the development of such a framework by addressing a largely neglected area within the growing network of practice literature – namely, the relationship between electronic network communication structure and knowledge flows.

Most countries have defined strategies for e-government. The objectives for implementing e-government are often defined but the means for fuelling the adoption and diffusion of e-government are typically less well clear in the policy statements. The present study assesses the impact of latest Danish initiative implemented to stimulate e-government adoption. The e-Day initiative simply yet powerfully states that ‘one governmental authority has the right to demand that its communication with another authority must be in electronic format’ which is expected to create ripple effects both internally and externally. The e-Day initiative represents a drastic change in the former policy statements concerning IT adoption and diffusion in Danish government. The policy statements had previously been based on voluntary adoption focusing on visions and pedagogical intervention in governmental agencies, but the e-Day initiative marked a departure from that strategy and the carrot has been exchanged by the whip, and the voice is imperative.

Resilience is commonly portrayed as a positive capability that allows individuals, groups, and organizations to thrive in dynamic contexts. This paper questions this oversimplified view based on a dialectical analysis of a telehealth innovation within a network of collaborating hospitals. We analyze the major contradictions that characterize the adoption of the innovation. First, we analyze contradictions between individuals and groups within each adopting organization. Second, we analyze contradictions between the adopting organizations. This multi-level analysis leads to a deeper understanding of resilience as a dialectical process. The analysis of the case shows that, although the participating individuals, groups, and organizations demonstrated apparent resilience in adopting the telehealth innovation, the innovation remained in a fragile state, where it was unclear whether it would continue to diffuse, stabilize as-is, or slowly deteriorate. Hence, while resilience facilitated swift and successful adoption, it also created tensions that endangered further diffusion and the long-term sustainability of the telehealth innovation. We suggest that understanding the future success of the innovation would be facilitated to a large extent by a dialectical analysis of the involved contradictions.

Enterprise systems are used to facilitate the seamless integration and exchange of data between the various departments within an organization. In order to achieve this, rigidly defined control mechanisms must be in place in the system, which safeguard the company's data and protect the company against unauthorized and unintended uses of the system. This is ideal for total control; however, is only achievable to a certain extent. The configuration of controls in the enterprise system may have unintended organizational implications, due to organizational necessities. The purpose of this paper is to present the findings from a company case study, where an enterprise system is being used. We suggest that the introduction of an enterprise system creates power differentials, which serve to increase control in the organization. This results in increased rigidity, and a possible decrease in organizational flexibility and resilience. On the other hand, enterprise systems can also cause drift, resulting from the unexpected consequences of these power differentials, as well as from the role of perceptions of people in solving a problem within the enterprise system. This reduction in control may serve in some circumstances as an enabler to organizational resilience.

This paper proposes an adapted diffusion of innovation (DOI) framework that may be considered relevant and useful to researchers undertaking studies of information systems innovations in healthcare organizations. A particular focus concerns problems and issues associated with professional cultures and powerful organizational control structures. A review of four empirical DOI studies are undertaken to identify candidate frameworks for the retrospective analysis of a pilot study conducted across General Medical Practices based within a Primary Care Trust in the north east of England. A research approach, based on phenomenology, semi-structured interviews and template analysis is adopted in order to conduct and provide a rich analysis of the data. The findings are discussed using the modified DOI framework. Discussion and conclusions relate to the extended use of the DOI framework, its further development and how it may be used to understand how ICT innovation is politically constrained, perceived and motivated within healthcare environments

The imperatives on contemporary organizations to adapt to an increasingly uncertain and turbulent environment are intense. The pace of change is at least as great in the public as the private sector, with technology being integral to the UK government's modernization agenda. Resilience refers to the ability of individuals and organizations to cope with change through a continuous process of renewal. Much research on resilience is uncritical, normative and written from a detached perspective that emphasizes the agency of senior management. In contrast, this paper provides an ethnographically based account of resilience at the middle level of a large, public sector bureaucracy. Finding itself under increasing pressure to move away from its traditional, technically oriented role, the IS function sought to reinvent itself as a strategic driver of business transformation. The development of a business process reengineering methodology was seen as the key to operationalizing this new role. Although innovation in IS methodology can be problematic, here it was brought off successfully. This was attributed to several factors, including the adoption of a participative action research approach and the commitment of IS management. Above all, the sense of crisis prevailing at the outset of the initiative was decisive. Crises present a major challenge to organizational sense-making; here, a resilient ‘discourse of renewal’ was kindled with the impending threat interpreted positively as a proactive opportunity to develop the new strategic identity. The paper concludes with some critical reflections on the limits of managerial agency and the notion of resilience as a designable capacity.

Compatibility has been recognised as an important element in the adoption of IT innovations in organisations but as a concept it has been generally limited to technical or functional factors. Compatibility is also significant, however, with regard to value compatibility between the organisation, and the adopted IT innovation. We propose a framework to determine value compatibility analysing the organisation's and information system's structure, practices and culture, and explore the value compatibility of an organisation with its adopted self-service computer-based information system. A case study was conducted to determine the congruence of an organisation's value and IT value compatibility. This study found that there was a high correspondence in the organisational structure and practice dimensions; however, there were organisational culture disparities. The cultural disparities reflected the self-service acceptance and training issues experienced by the case organisation. These findings add insight into the problems experienced with value compatibility and the adoption of the information systems, and show the potential use of the proposed framework in the detection of such problems.

The growth and diffusion of self-service technology (SST) over the last decade has resulted in an increasing number of business and government transactions being completed without human assistance. One innovation in this area, the speech-enabled business system, is characterised by complex implementations that bring together language-processing technologies, applications development, and end-user psychology. A resulting secondary innovation, the Wizard-of-OZ (WOZ) experiment is a valuable technique for simulating and building human–machine prototypes to ensure successful deployment of the completed service. The objective of the paper is to examine these innovations in relation to the changing business landscape; the technology and innovation literature, and the population of likely adopters. The review is carried out by placing the authors’ former experience as practitioners within current theoretical research frameworks. The result is a number of suggestions relating to both IT technology research and IT innovation research. Firstly, it proposes the simplification and diffusion of the WOZ methodology to support the growth in demand for automated e-business transactions that is mindful of human and ethical challenges. Secondly, the paper argues that because SST and business extends the traditional boundaries of the customer service function, it now needs to be incorporated into Swanson's tri-core innovation typology. The paper concludes by presenting the suggested reorientation of information systems research that incorporates an outward facing perceptive as a conceptual model.