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Coping with the unplanned: The dyna...

McGann, Sean T.

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Coping with the unplanned: The dynamics of improvisation in information systems evolution within and across firm boundaries.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Coping with the unplanned: The dynamics of improvisation in information systems evolution within and across firm boundaries./
Author:	McGann, Sean T.
Description:	314 p.
Notes:	Source: Dissertation Abstracts International, Volume: 66-01, Section: A, page: 0249.
Contained By:	Dissertation Abstracts International66-01A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3159426
ISBN:	0496932446

Coping with the unplanned: The dynamics of improvisation in information systems evolution within and across firm boundaries.
McGann, Sean T.

Coping with the unplanned: The dynamics of improvisation in information systems evolution within and across firm boundaries. - 314 p.

Source: Dissertation Abstracts International, Volume: 66-01, Section: A, page: 0249.

Thesis (Ph.D.)--Case Western Reserve University, 2005.

Information systems evolve in organizations, often in unexpected ways, due to user-driven innovation known as information systems improvisation. This dissertation explores this pervasive phenomenon by developing, a theory of Information Systems (IS) improvisation. This is the first such theory, which defines improvisation types, triggers, influential variables and organizational outcomes. The dissertation draws upon and synthesizes diverse streams of literature on improvisation, information system use, design and evolution, as well as inter-organizational information systems. The main goal of the dissertation is to build a process theory of IS improvisation through longitudinal, multiple-case-study research. The focus of the theory is explaining how specific contextual variables affect improvisation events (i.e. their frequency, type and evolution) over time during IS use. The selected theory variables pertain to such areas as organizational and inter-organizational environments, system characteristics and user types. The studied systems are inter-organizational, which extends the research scope across organizational boundaries. An interaction zone model that positions selected inter-organizational systems (IOS) into inter-organizational activity systems is utilized to facilitate IOS research design. The study data was collected and analyzed using a theory building research methodology through case studies (Eisenhardt 1989). Data includes interviews, document and archival analysis, and participant observation over a two-year period in two 1st tier suppliers in the automotive industry. Through qualitative analysis, the thesis constructs a framework of improvisation types. Contexts and variables, which serve as a basis to formulate a theory of IS improvisation dynamics. Systematic comparisons between improvisation patterns and dynamics between studied companies refine and substantiate the developed theory. The proposed theory helps explain why and how improvisations take place during information system use, and how such events can evolve into permanent, institutionalized, and sometimes significant organizational changes. By doing so, it offers a basis for systematic validation and expansion in future studies, which enables both academics and managers to better identify, predict, implement, and manage information system evolution and associated organizational change.

ISBN: 0496932446Subjects--Topical Terms:

626628
Business Administration, Management.

Coping with the unplanned: The dynamics of improvisation in information systems evolution within and across firm boundaries.
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245 1 0 $a Coping with the unplanned: The dynamics of improvisation in information systems evolution within and across firm boundaries.
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500 $a Source: Dissertation Abstracts International, Volume: 66-01, Section: A, page: 0249.
500 $a Adviser: Kalle Lyytinen.
502 $a Thesis (Ph.D.)--Case Western Reserve University, 2005.
520 $a Information systems evolve in organizations, often in unexpected ways, due to user-driven innovation known as information systems improvisation. This dissertation explores this pervasive phenomenon by developing, a theory of Information Systems (IS) improvisation. This is the first such theory, which defines improvisation types, triggers, influential variables and organizational outcomes. The dissertation draws upon and synthesizes diverse streams of literature on improvisation, information system use, design and evolution, as well as inter-organizational information systems. The main goal of the dissertation is to build a process theory of IS improvisation through longitudinal, multiple-case-study research. The focus of the theory is explaining how specific contextual variables affect improvisation events (i.e. their frequency, type and evolution) over time during IS use. The selected theory variables pertain to such areas as organizational and inter-organizational environments, system characteristics and user types. The studied systems are inter-organizational, which extends the research scope across organizational boundaries. An interaction zone model that positions selected inter-organizational systems (IOS) into inter-organizational activity systems is utilized to facilitate IOS research design. The study data was collected and analyzed using a theory building research methodology through case studies (Eisenhardt 1989). Data includes interviews, document and archival analysis, and participant observation over a two-year period in two 1st tier suppliers in the automotive industry. Through qualitative analysis, the thesis constructs a framework of improvisation types. Contexts and variables, which serve as a basis to formulate a theory of IS improvisation dynamics. Systematic comparisons between improvisation patterns and dynamics between studied companies refine and substantiate the developed theory. The proposed theory helps explain why and how improvisations take place during information system use, and how such events can evolve into permanent, institutionalized, and sometimes significant organizational changes. By doing so, it offers a basis for systematic validation and expansion in future studies, which enables both academics and managers to better identify, predict, implement, and manage information system evolution and associated organizational change.
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