当高层管理人员的参与和参与减少时,您如何使it驱动的变革永久化?

IF 2.4 Q2 INFORMATION SCIENCE & LIBRARY SCIENCE
C. Chua, A. Yeow, C. Soh
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引用次数: 1

摘要

背景:研究表明,持续的高层管理参与和参与对于it驱动的变革是重要的。然而,这并不总是可能的。当高层管理人员的参与和参与减少时,it驱动的变革如何成功是一个尚未解决但重要的研究问题。方法:我们进行了一项为期5年的探索性纵向案例研究。结果:我们的数据分为两部分。我们首先展示了两年来高层管理人员积极参与和参与的上下文元素(目标、人员、结构/过程和工件)。在高层管理人员参与和参与减少的三年期间,我们提出了背景因素,以及中层管理人员在三种变革威胁(偏离变革愿景、紧急问题、涉及新利益相关者)上扮演传统中层管理角色(信息经纪人、调解人、推动者、变革推动者)。结论:我们发现,如果中层管理人员参与联合行动,即有意的集体活动,成员有意识地选择协调以实现目标,那么当高层管理人员的参与和参与减少时,it支持的变革可以成功。我们确定了三种联合行动:约束,在这种情况下,团队的行动限制了单个中层管理人员偏离共同目标的能力;启用,在这种情况下,一组中层管理人员使项目适应不断变化的环境;扩展,在这种情况下,一组中层管理人员与其他不在其职能领域的人员进行接触。当最高管理层在项目环境中嵌入(1)参与变更的关键有影响力的利益相关者,(2)共同目标,(3)促进集体工作的结构和过程,以及(4)刻有共同目标和集体工作的工件时,联合行动就出现了。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
How Do You Perpetuate IT-Enabled Change When Top Management Participation and Involvement Diminish?
Background: Research has demonstrated that sustained top management participation and involvement are important for IT-enabled change. However, this is not always possible. How IT-enabled change can succeed when top management participation and involvement diminish is an unsolved, but important research question. Method: We perform a 5-year exploratory longitudinal case study. Results: Our data is presented in two parts. We first present the contextual elements (goals, people, structures/processes, and artifacts) during the two years top management was actively participating and involved. For the three-year period where top management participation and involvement diminished, we present the contextual elements, and middle management’s enactment of traditional middle management roles (information broker, mediator, facilitator, change agent) on three kinds of threats to the change (deviations from change vision, emergent issues, involving new stakeholders). Conclusions: We find IT-enabled change can succeed when top management participation and involvement diminish if middle management engages in joint action, i.e., intentional collective activity where members consciously choose to coordinate to achieve a goal. We identify three kinds of joint action: Constraining, where actions of the group limit the ability of individual middle managers to deviate from shared goals, Enabling, whereby a group of middle managers adapt the project to changing circumstances, and Extending, where groups of middle managers engage with others not in their functional areas. Joint action emerges when top management embeds, in the project context, (1) key influential stakeholders who are involved in the change, (2) a common goal, (3) structures and processes that promote collective work, and (4) artifacts inscribed with the common goal and collective work.
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来源期刊
CiteScore
4.10
自引率
33.30%
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