While the business press is awash with claims that investing in information technology (IT) is the key to delivering superior economic performance, unfortunately, it appears that reaping the benefits of IT investments is fraught with difficulty. Indeed, the introduction of IT into work organisations is generally marred with persistent reports of underperformance and failure. This chapter critiques the nature of this dilemma and, in particular, explores the role of diverse occupational groups in its perpetuation over time. Executive management tend to view the introduction of IT as an economic imperative while IT specialists tend to view it as a technical imperative. The coalescent nature of these two imperatives is such that the human and organisational aspects of IT related change are frequently marginalized and ignored. Achieving a more integrated approach to the introduction of IT is inordinately difficult since the narrow perspectives embraced by the executive and IT communities do not naturally attend to change in an integrated manner.
Cultural icons and urban development in Asia: Economic imperative, national identity, and global city status
