TDEI13 – Control, Change and Business Systems Özgün Imre 2014-­‐09-­‐24 Agenda •  Project discussions •  Valiente &Westelius (2007), Sustainable Values of Wireless ICT in Communica6on with Mobile Employees. •  Askenäs & Westelius (2003) Five Roles of an InformaLon System: A Social ConstrucLonist Approach to Analyzing the Use of ERP Systems, Informing Science, Vol. 6, pp. 209-­‐220. Some things to keep in mind •  InformaLon technology is based on networks •  Technology conLnues to progress, thus one needs to keep following the developments •  However, old and new technology exists together in most cases, and complicated the issues of integraLon •  As of yet, the informaLon systems consists of both technology (arLfacts) and humans, thus their interrelaLonship has to be taken into account. •  A soluLon depends on technical, economical, organisaLonal and human factors to be implemented and to be successful. Back to BT •  Intertwining: •  A metaphor to highlight how different strands in organisaLon is spun together to form a more durable and successful soluLon than the exisLng ones. •  4 types idenLfied: •  reinforcement,complementarity, synergy, and reciprocity •  Beware that some intertwining might have negaLve consequences Creating sustainable value •  Old issues of efficiency and flexibility •  MetarouLnes: Procedures for change and creaLon of rouLnes •  Job enrichment: AddiLon of nonrouLne tasks •  Switching: Separate in Lme the establishment of rouLne and nonrouLne task •  ParLLoning: SpecializaLon on either rouLne or nonrouLne tasks The EASY case •  Once again, you fill the board!!! •  Who is involved? •  What is the technology? •  What are the consequences of the technology? Intertwining at BT •  The case shows there were deliberate examples of intertwining. •  PDA’s with sufficient data, with use of GSM+GPRS •  PDA’s electronic catalogue, with paper catalogues •  Van supply level, with the system •  So we can actually talk about a sustainable value: •  With the creaLon of meta-­‐rouLnes, and use of job enrichment, parLoning and switching, the case highlights that such sustainability is possible. •  However, remember that technology and society changes, so success at stage 1, doesn’t mean success at stage 2. You need to conLnuously manage these issues. An ABB case •  Begins with a claim of taking a social construcLonist perspecLve! •  Looks at the roles that an IS can take in an organisaLon •  Or how they are perceived to take a role in an organisaLon working, whereas someone with a poorer understanding of the program
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Askenas & Westelius (2000, 427) Figure 2. Labeling the Quadrants
•  A legacy system from the 1960s, AROS •  Developed to fit, well integrated, but over Lme, it branched. •  It didn’t let the people have the informaLon they wanted •  A new era: Triton •  A new system to be introduced, but was late, and the training forgolen, and implemented in 96 as in 93 plan. •  No quick fixes allowed, some refused to use it. •  Some extracted data to excel to work with it