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This book is concerned with the ways in which organizations design, build and use information technology systems. In particular it looks at the interaction between these IT-centred activities and the broader management processes within organizations. The authors adopt a critical social science perspective on these issues, and are primarily concerned with advancing theoretical debates on how best to understand the related processes of technological and organizational change. To this end, the book examines and deploys recent work on power/knowledge, actor-network theory and critical organization theory. The result is an account of the nature and significance of information systems in organizations which is an alternative perspective to pragmatic and recipe-based approaches to this topic which dominate much contemporary management literature on IT.
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First Sentence
The integration of Information Systems/Information Technology (IS/IT) planning and strategy with corporate strategy and the strategic use of information systems have been of topical interest to management practitioners and IT theorists for some time. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
The integration of Information Systems/Information Technology (IS/IT) planning and strategy with corporate strategy and the strategic use of information systems have been of topical interest to management practitioners and IT theorists for some time. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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5 of 5 people found the following review helpful
A Good Read!
2 May 2001
Format:Paperback
Why does technology often fail to deliver promised benefits? The editors of this book propose a novel answer: More often than not, technology failings are not failures in technology at all, but are instead the result of botched interactions among individuals within organizations. Therefore, why not recruit social scientists to analyze information technology problems? That's exactly what the editors did, to our simultaneous benefit and great distress. The benefit: The book whittles down more than 150 published reports into the eight sections presented here. Each section provides an innovative look at the complex relationship between the technological and the social. And now the distress: This is a heavy read, thickly and academically written. We can't recall ever reading a business primer that requires you to have some familiarity with the likes of Foucault and Derrida plus a vague grasp of the Deconstructionist movement. We recommend this book to a selective audience that is curious about groundbreaking academic research in technology, and is up for a serious challenge of comprehension.
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