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About this document
- Pages
- 18 pages
- Price
- $18 one-time, yours to keep
- Membership
- Included in every plan
- Format
- Subject
- Business Management, Information Technology, Organizational Behavior
This case study examines the implementation of new information technology at a university-owned research foundation. It discusses the mismatched expectations and reactions from key actors, and the resistance from in-house IT specialists. It is useful for understanding change management and management information systems.
What's inside
- Organizational background of the university-owned research foundation
- The IT-enabled change process and its challenges
- Resistance from in-house IT specialists
- Theoretical lens integrating change management and MIS literature
- Recommendations for future IT implementations
Who it is for: Students of business management, organizational change, and information technology. (Postgraduate)
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Summary
A research foundation's attempt to implement new information technology highlights the challenges of organizational change. Students learn about the human factors that can hinder IT-enabled change processes.
The research foundation
A university-owned research foundation has grown from a single lab to a large, multidisciplinary research institute. It manages many research projects and facilities, and has a family-like culture.
The need for change
The existing IT system lacks standard procedures for documenting research activities. It also struggles to keep up with changing regulations and does not integrate data well.
The role of IT specialists
IT specialists can resist change, even when it benefits the organization. They may use technical jargon to protect their practices and defend their roles.
The change process
Consultants working on the change process did not adequately involve IT specialists. They also did not clearly communicate the benefits of the new technology to all groups.
Key terms
- IT-enabled organizational change
- Change within an organization that is driven by the implementation of new information technology.
- Change agents
- People who drive or support organizational change, such as IT specialists.
- Technological imperative model
- A model that focuses on technological issues during organizational change, rather than human factors.
- Techno-babble
- Technical jargon used to shield practices or defend roles.
- Change management
- The process of planning, implementing and helping people to accept change.
- Paradigm
- A set of assumptions, concepts, values, and practices that constitutes a way of viewing reality.
Questions this document helps with
- How can organizations better involve IT specialists in change processes?
- What are the key challenges of implementing new IT systems?
- How can consultants more effectively communicate the benefits of new technology?
Summary written with AI from the document's text.
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