what do technologies do in organisations?
DESCRIPTION
Managers want IT to help run the organisation, and that's why approaches like BPR and ERP are so popular. However, some of the most widely used academic research shows that IT doesn't work that way in practice. Half the time it's an arena for horsetrading, and the other half of the time managers are hitting themselves against a brick wall. In this presentation, Duncan Chapple summarises that research.TRANSCRIPT
11 April 2023 What do technologies do? @DuncanChapple 1
WHAT DO TECHNOLOGIES DO IN ORGANISATIONS?
Duncan Chapple
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Comparison of three views
Ciborra• Management approach
focusses on control• Infrastructures act in
themselves• 2000
Crabtree et al • BPR misses the real world• Use ethnography to map
reality
• 2001
Kallinicos• ERP aims to unify the
organisation• Human control is limited
• 2004
Common focus on large-scale corporate IT systems
Shared critical view of the managerial viewAdvocates of starting from ‘as is’, rather than ‘to be’
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“THE CONTROL APPROACH DOES NOT ALWAYS WORK”
Claudio Ciborra reviews the managerial literature
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‘Managerial’ viewpointUnoriginal approaches in cases studied, sharing:• Interweaving of the
physical infrastructure and the processes and software that support BPR
• Processes frozen into the infrastructure
• Clearly marked pyramids of technologies
• Varying reach and scope:• Utility: cost efficient• Dependence: core
processes• Enabling: new processes
• Strategic alignment of IT with the business
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Two ‘managerial’ styles
Normative approachesIT “portfolio management”• Investing in infrastructure,
systems, technologies and applications
• Balancing risk to generate value
• Analyse, transform and envision
• Typically based on business maxims
• ‘relentless cost reduction’• ‘continuous innovation’
Management by dealsAccounts for 50% of cases
Deals to balance short-term needs and powerful groups• A free market for
infrastructure formation• Uneven development of
infrastructure• Supports systems that are:
• Ineffective • Utility• Dependent• … but not Enabling
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Problems identified in cases
The socio-technical everyday
• Rigid alignment or flexibility?• Bricolage (1996)• What is infrastructure?• What are the boundaries?• Independent actors abound• Institutions, not just ‘services’
No development from scratch
• What pre-exists influences design of the new
• ‘Open’ and ‘closed’ systems both pre-exist
• IS research uses rhetoric
• Tinkering not strategic alignment
‘De-worlded’ managerialism
fails
• Strategy and technology drift apart
• Alignment is hard to implement• Leadership is
missing• Technology drifts
out of control
We regard the geometrical models as a superstructure world, as outcomes of an idealisation process
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What is observed in the cases, but absent in managerialism?
Caring actors
Hospitality: coping with ambiguity
Cultivation: tensions +
resources innovation
Liquid portfolio?
Asset synergy!
‘Agendas’ versus the
infrastructure
Strategy emerges from
implementation
Make the double loop
real
Align the human and non-human
components
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“THE CONTROL APPROACH WORKS ONLY WHEN DENIED”
Bottom line:-
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“BPR IS INADEQUATE FOR THE PURPOSE”
Andy Crabtree et al
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BPR & QuickmapsBusiness Process Reengineering • In 2001, a popular analytical
solution for the generation of process requirements for builders of systems focussed on customer value
• Maps obscure human work processes
• ‘as-is’ maps are transformed into ‘to-be’ maps
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BPR fails in practice.
Case study field notes
• Managers want models to best reflect their own staff’s activity
• Quickmaps don’t describe it
• However, realised processes are contingent
• Complex and negotiated• Trading effort for favourability• Based not on optimal
procedures but on adequate relationships between actors
Explicating processes
• Ethnography makes sociality visible
• Explicating the social organisation of work shows ‘what is really going on’
• Thus can show how to resolve problems
• Seeing the social world from participants’ viewpoints
• Recognisable and corrigible• Available to design
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“ETHNOGRAPHY MAY BE COMPLIMENTARY TO BPR”
Bottom line:-
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“ERP IS A TECHNOLOGY OF REGULATION NOT INNOVATION”
Jannis Kallinicos
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Procedural visions of ERP and human agency
Methods & tools for managerialism
Double binds that produce drifts
Implementation-focussed literature
overlooks a lot
• Reconstruction of the ecology of micro-tasks
• No isolated acts with ERP• Little space for behaviour
• Managerial literature bypasses the complexities
• Side-effects produce unimagined directions
• Integration also undermines
• Implications for human work• Interaction with outside
systems• Organisations are not made of
functions and procedures
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Impact on organisational choices
Functional prerequisites
Huge level of procedural specification• Core and support
processes are performatively embedded in ERP systems
• Practise is disembodied• ERP look inwardly, to
produce manageability
External adaptation
Responsiveness to the environment• Procedures are
inadequate and need modification
• ERP hinders humans’ need to frame situations, inhibiting learning
• Organisations lose innovation and learning
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“ERP PRIVILEGES PROCEDURE OVER LOCAL KNOWLEDGE”
Bottom line:-
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Resources
Reading• Ciborra, C. (2000). From control to drift : the dynamics of corporate
information infastructures / Claudio U. Ciborra [and others], Oxford : Oxford University Press, 2000.
• Crabtree, A., M. Rouncefield and P. Tolmie (2001). "'There's something else missing here': BPR and the Requirements Process." Knowledge & Process Management 8(3): 164-174.
• Kallinikos, J. (2004). Deconstructing information packages, Emerald. 17: 8-30.
Bricolage• Ciborra, C. U. (1996). "The Platform Organization: Recombining Strategies,
Structures, and Surprises." Organization Science 7(2): 103-118.
Discussion
Follow-up points to @DuncanChapple