The Introduction of Information and Communication Technology (ICT) in OrganizationsInformation and communication technology ICT in organizations has many faces, such as office automation, production automation, telecommunication and electronic networks connecting organizations. The "C" in "ICT" refers to the fact that, besides information processing technologies, a rapid growth can be found in computer-assisted communication technologies and computer-supported co-operative work. Organizations change as a result of socio-economic and technological developments. New organizational forms and work arrangements are emerging, and ICT is adapted and designed to solve problems caused by these changes. The impact of the introduction of ICT becomes apparent in changes in work patterns, qualifications and decision-making procedures. In this special issue, the implementation processes and some of the consequences are discussed, mostly on the basis of empirical studies.; Contributions include: a discussion of recent developments of ICT and organizational change in the banking sector; an analysis of the introduction of technological innovation in the ambulance service in several big cities; and an illustration of the different options in introduction strategies, including methods used to facilitate user participation in systems development. In some cases, so-called business re-engineering processes form the framework for the analysis. |
Contents
Section 1 | 321 |
Section 2 | 325 |
Section 3 | 351 |
Section 4 | 377 |
Section 5 | 399 |
Section 6 | 411 |
Section 7 | 421 |
Section 8 | 439 |
Section 9 | 443 |
Section 10 | 457 |
Section 11 | 461 |
Common terms and phrases
activities ALERT ambulance analysis approach automation bargaining situations behaviour Business process reengineering Champy change process consultants context CSCW culture decision maker decision theory despatchers development process effective employees evaluation example expected utility experience factors flexible framework function game theory group members hospital human human-computer interaction identified implementation information systems information technology integrated interaction involved issues labour learning London Loughborough University major Manchester ment methodology methods needed negotiation Netherlands nurses Oostrum operational ORDIT organization organizational change organizational innovation outcome patient perspective political problems programmes radical re-engineering requirements responsible risk role scenario SD process senior management social aspect-system social system sociotechnical system theory specialist staff stakeholders strategy stress structure success system developers task technical system techno technological and organizational telemedicine Templeton College tion top management user participation Wastell Willcocks