Technological Frames Recursive Construction Approach

Author(s):  
Jeimy J. Cano

Information Technology, during the last few years, has turned into a determining factor of modern organization development. In this line, a lot of studies have been conducted aimed at explaining the possible relations to company’s productivity and competitiveness, which to some extent, leads to causal conclusions, casting structural individual relationships into a background in the organizational tasks. In this direction, social researchers have incorporated valuable elements to understand the individuals’ position in the construction of technological artifacts and the comprehension thereof in the organization scope. Such research led to the statement of the concept of so-called technological frames, which explicitly incorporate an individual’s social and cognitive distinctions around the technological context in a community. Subsequent studies, however, fail to delve into the way such frames are constructed or influenced in a significant extent by the companies’s tasks or technology incorporations. For such reasons, this paper, based on the assumption that Information Technology is the result of individuals’ social interaction, is intended to explore the benefits of individuals’ structural relations understanding in Information Technology incorporation to integrate the findings of causal research and systemic elements (the study of relations), focusing on information technology understanding in the organizational tasks.

2008 ◽  
pp. 8-14
Author(s):  
Catherine M. Ridings

The rise of the Internet has spawned the prolific use of the adjective “virtual.” Both the popular press and scholarly researchers have written about virtual work, virtual teams, virtual organizations, and virtual groups. But perhaps one of the most interesting phenomena to come to the forefront has been that of virtual communities. Many definitions of this term have been proposed and the term has been used in many different ways. This article will examine some of the most popular definitions and guidelines to understand what truly constitutes a virtual community. To define a virtual community, one needs to first examine the two words separately, particularly the sociological definition of “community.” The German sociologist Ferdinand Tonnies, in his 1887 book, made the distinction between two basic types of social groups: Gemeinschaft (community) and Gesellschaft (society). The former was often exemplified by the family or neighborhood (Tonnies, 1957). Sociology literature also often refers to the definition given by George Hillery, who reviewed 94 different definitions in academic studies. Three elements were common to the definitions, namely that community (1) was based on geographic areas, (2) included social interaction among people, and (3) had common ties such as social life, norms, means, or ends (Hillery, 1955). Thus the term community typically connotes a group of people within some geographic boundary, such as a neighborhood, or perhaps smaller subsection of a larger city. Further specification might have defined a community as a group of people within the geographic boundary with a common interest, such as the Jewish community of Brooklyn or the physician community of London. Therefore, members of the community were drawn together by both local proximity and common interest, even if the interest was in the geographic area itself. The term virtual, precipitated by the advent of information technology, and specifically, the Internet, means without a physical place as a home (Handy, 1995), or that which is electronic or enabled by technology (Lee, Vogel, & Limayem, 2003). Information technology therefore has expanded the means by which the social interaction in communities can be accomplished. While for most of human existence interaction was strictly limited to the face-to-face medium, social interaction can now be accomplished virtually, thus eliminating the necessity of being physically close enough to communicate. This type of communication is called computer-mediated communication (CMC). Combining the two terms together, thus, would mean eliminating the geographic requirements and allowing that the social interaction would occur virtually, that is, via information technology, among people with common ties. In fact, people have been coming together in virtual communities on the Internet for over 25 years. Usenet newsgroups, started in 1979, are widely regarded as the first virtual communities on the Internet (M. A. Smith, 1999), and The Well (www.well.com), started in 1985, is often referred to as an early exemplar of virtual community (Rheingold, 1993). Virtual communities may be part of a long-term shift away from geographic ties to common interest ties (Wellman & Gulia, 1999b). Formal definitions and understandings of the term virtual community still remain problematic, however (Lee et al., 2003). Perhaps the most cited definition is that of Howard Rheingold, a prominent author, consultant, and member of The Well: Social aggregations that emerge from the Net when enough people carry on those public discussions long enough, with sufficient human feeling, to form webs of personal relationships in cyberspace. (Rheingold, 1993, p. 5) Common to many of the definitions is the presence of shared interests or goals (Dennis, Pootheri, & Natarajan, 1998; Figallo, 1998; Kilsheimer, 1997). With the advent of information technology, locating/contacting others outside the local community has become relatively easy, especially when one seeks others who have a unique or uncommon interest. It may be that technology makes it easier for communities to form. For example, it may be difficult for someone interested in traditional bowhunting to locate others with the same inclinations by popping into the local tavern or socializing at a church function. However, a simple search in Google reveals a vibrant community centered around such an interest (www.bowsite.com/). There are virtual communities for nearly every interest that comes to mind, from medical afflictions (e.g., breast cancer, Parkinson’s, Down’s syndrome) to hobbies (e.g., coin collecting, wine, saltwater aquariums) to professions (e.g., nursing, law, finance). Implicit with the notion of community is some permanence among members and frequency of visits by members (A. D. Smith, 1999). Virtual communities must have a sense of long-term interaction (Erickson, 1997), not a place where people go only occasionally or where there are always different people. It is not uncommon for people to develop strong attachments to virtual communities, visiting them often enough to be described as “addicted” (Hiltz, 1984; Hiltz & Wellman, 1997). The members often feel part of a larger social whole within a web of relationships with others (Figallo, 1998). Indeed, many researchers have considered virtual communities as social networks (Hiltz & Wellman, 1997; Wellman, 1996; Wellman & Gulia, 1999a). Ridings et al. (2002) offer a comprehensive definition that incorporates the afore-mentioned concepts: Groups of people with common interests and practices that communicate regularly and for some duration in an organized way over the Internet through a common location or mechanism. (p. 273)


Author(s):  
Chun-Tsung Chen

This article intended to explore technological frames held by organisational group members that implicitly served to shape their interpretations of events to give meaning and deliver actions in knowledge management procedures. The research used the existing technological frame (Orlikowski & Gash, 1994) concept to interpret the social aspect of the problems associated with the introduction and utilisation of information technology in conducting knowledge management systems. This research was carried out in the context of four different industries in Taiwan and four cases based on each industry were chosen.


Author(s):  
Catherine M. Ridings

The rise of the Internet has spawned the prolific use of the adjective “virtual.” Both the popular press and scholarly researchers have written about virtual work, virtual teams, virtual organizations, and virtual groups. But perhaps one of the most interesting phenomena to come to the forefront has been that of virtual communities. Many definitions of this term have been proposed and the term has been used in many different ways. This article will examine some of the most popular definitions and guidelines to understand what truly constitutes a virtual community. To define a virtual community, one needs to first examine the two words separately, particularly the sociological definition of “community.” The German sociologist Ferdinand Tonnies, in his 1887 book, made the distinction between two basic types of social groups: Gemeinschaft (community) and Gesellschaft (society). The former was often exemplified by the family or neighborhood (Tonnies, 1957). Sociology literature also often refers to the definition given by George Hillery, who reviewed 94 different definitions in academic studies. Three elements were common to the definitions, namely that community (1) was based on geographic areas, (2) included social interaction among people, and (3) had common ties such as social life, norms, means, or ends (Hillery, 1955). Thus the term community typically connotes a group of people within some geographic boundary, such as a neighborhood, or perhaps smaller subsection of a larger city. Further specification might have defined a community as a group of people within the geographic boundary with a common interest, such as the Jewish community of Brooklyn or the physician community of London. Therefore, members of the community were drawn together by both local proximity and common interest, even if the interest was in the geographic area itself. The term virtual, precipitated by the advent of information technology, and specifically, the Internet, means without a physical place as a home (Handy, 1995), or that which is electronic or enabled by technology (Lee, Vogel, & Limayem, 2003). Information technology therefore has expanded the means by which the social interaction in communities can be accomplished. While for most of human existence interaction was strictly limited to the face-to-face medium, social interaction can now be accomplished virtually, thus eliminating the necessity of being physically close enough to communicate. This type of communication is called computer-mediated communication (CMC). Combining the two terms together, thus, would mean eliminating the geographic requirements and allowing that the social interaction would occur virtually, that is, via information technology, among people with common ties. In fact, people have been coming together in virtual communities on the Internet for over 25 years. Usenet newsgroups, started in 1979, are widely regarded as the first virtual communities on the Internet (M. A. Smith, 1999), and The Well (www.well.com), started in 1985, is often referred to as an early exemplar of virtual community (Rheingold, 1993). Virtual communities may be part of a long-term shift away from geographic ties to common interest ties (Wellman & Gulia, 1999b). Formal definitions and understandings of the term virtual community still remain problematic, however (Lee et al., 2003). Perhaps the most cited definition is that of Howard Rheingold, a prominent author, consultant, and member of The Well: Social aggregations that emerge from the Net when enough people carry on those public discussions long enough, with sufficient human feeling, to form webs of personal relationships in cyberspace. (Rheingold, 1993, p. 5) Common to many of the definitions is the presence of shared interests or goals (Dennis, Pootheri, & Natarajan, 1998; Figallo, 1998; Kilsheimer, 1997). With the advent of information technology, locating/contacting others outside the local community has become relatively easy, especially when one seeks others who have a unique or uncommon interest. It may be that technology makes it easier for communities to form. For example, it may be difficult for someone interested in traditional bowhunting to locate others with the same inclinations by popping into the local tavern or socializing at a church function. However, a simple search in Google reveals a vibrant community centered around such an interest (www.bowsite.com/). There are virtual communities for nearly every interest that comes to mind, from medical afflictions (e.g., breast cancer, Parkinson’s, Down’s syndrome) to hobbies (e.g., coin collecting, wine, saltwater aquariums) to professions (e.g., nursing, law, finance). Implicit with the notion of community is some permanence among members and frequency of visits by members (A. D. Smith, 1999). Virtual communities must have a sense of long-term interaction (Erickson, 1997), not a place where people go only occasionally or where there are always different people. It is not uncommon for people to develop strong attachments to virtual communities, visiting them often enough to be described as “addicted” (Hiltz, 1984; Hiltz & Wellman, 1997). The members often feel part of a larger social whole within a web of relationships with others (Figallo, 1998). Indeed, many researchers have considered virtual communities as social networks (Hiltz & Wellman, 1997; Wellman, 1996; Wellman & Gulia, 1999a). Ridings et al. (2002) offer a comprehensive definition that incorporates the afore-mentioned concepts: Groups of people with common interests and practices that communicate regularly and for some duration in an organized way over the Internet through a common location or mechanism. (p. 273)


Author(s):  
Bambang Sutriyanto

This study aims to measure how significant the influence of employee competencies and also the use of information technology on services provided to taxpayers. In providing services to the community (in this case the tax payment service), employee competence is a determining factor for results that can have a positive or negative effect on the services provided. Supported by increasingly advanced information technology, it is expected that public services, especially to taxpayers at the Pratama Jakarta Cengkareng Tax Service Office, will be faster, easier and better than before. Keywords: Competence, Information Technology, Services


2014 ◽  
Vol 1 (3) ◽  
pp. 21-25
Author(s):  
Mohammad Mahmoud ◽  
Amran Md Rasli ◽  
Mohd Fauzi bin Othman ◽  
Bawer Marwan Abdulahad

Knowledge sharing is the primary source of gaining competitive advantage and achieving long term success. Knowledge sharing is affected by many factors and the foremost of them is the culture of an organization. Organizational culture will help in developing the knowledge sharing practices among the members of an organization and achieve organizational objectives. The aim of the present study; firstly, to find out how the culture affects knowledge sharing in UTM (Universiti Teknologi Malaysia) and which of the cultural factors are more prevalent in developing knowledge sharing practices; secondly, to determine the level of knowledge sharing among the academic staff holding administrative positions in various faculties and departments of the university. Using quantitative approach, data was collected through survey questionnaire from a sample of 132 respondents. The analysis was carried out using descriptive and inferential statistics. Three of the dimensions of OC, workgroup support, information technology, and social interaction are found to be most significant in UTM, while reward system is found to be insignificant. Knowledge sharing is found to be high among academic staff holding administrative posts. The study concludes that organizational culture factors, workgroup support, information technology and social interaction are the most important factors that are helping in enhancing knowledge sharing in UTM. Finally, some recommendations related to the future studies are also included like investigating all levels and incorporating both administrative and academic staff, comparison with other public sector universities and between public and private sector universities.


10.28945/2699 ◽  
2003 ◽  
Author(s):  
Joe McDonagh ◽  
David Coghlan

Throughout much of the last five decades the process of introducing, integrating, and exploiting information technology in work organizations has posed formidable challenges regularly resulting in reports of significant underperformance and failure. On closer inquiry it emerges that such underperformance and failure are firmly rooted in an inability to foster a highly integrated approach to the management of IT-enabled business change. This paper critiques in detail both the enduring and deep-rooted nature of this dilemma paying particular attention to the role of diverse occupational communities in its perpetuation through time. Furthermore, it explicates the polarized patterns of cognition and action embedded in these communities paying particular attention to the executive, information technology, and organization development communities. Finally, it presents a robust critique of the manner in which academic formation within these occupational communities firmly reinforces such polarized patterns of behaviour thereby sustaining the enduring dilemma with IT-enabled business change.


2019 ◽  
Vol 23 (08) ◽  
pp. 1940007
Author(s):  
CHRIS C. GERNREICH ◽  
SEBASTIAN KNOP

Employees often do not speak about raw ideas, to avoid a loss of face. Therefore, they struggle to develop their ideas further and share them in the workplace. Since research on the unconscious processes of idea development in the front-end of innovation is scarce, we explore this phenomenon by identifying the most prevalent needs for ideation in literature. We evaluate these needs by surveying 122 employees of a German automotive company. Our results show an overall hierarchy of needs and four clusters of employees based on the indicated needs in different phases of their idea development process. Employees with many ideas have the most demands. Employees with fewer ideas demand more social interaction and access to information technology to gather information and evaluate ideas. We find that the demand for resources varies significantly throughout the idea development process. Therefore, organizations must address employees’ needs differently, depending on what phase of the idea development process their ideas are in, and the number of ideas submitted.


2010 ◽  
pp. 1419-1427
Author(s):  
Brian H. Cameron ◽  
Shaun Knight

In today’s global, hyper-competitive business environment, enterprise alignment is a top concern with senior management. With mergers, global joint ventures, outsourcing/ off-shoring, and increased global competition, organizations are struggling with a host of enterprise alignment issues, particularly around information technology (IT) strategy alignment. Well-aligned systems and processes can provide an organization with a powerful source of competitive advantage. According to Gartner Group, the number one concern of business and IT professions world-wide is the alignment of IT and business strategies. Unfortunately, according to Whittle and Myrick (2005), less than 10% of the Global 2000 have well integrated systems that are aligned with the strategy of the business. In addition, according to Worren, Ruddle, and Moore (1999), organization development (OD) efforts are also often misaligned with the strategy of the business. These strategic misalignments are becoming an increasing concern to senior management and are areas of opportunity for OD and IT organizations.


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