Dissidents with an innovation cause? Non-institutionalized actors' online social knowledge sharing solution-finding tensions and technology management innovation

dc.contributor.authorDe Kervenoael, Ronan
dc.contributor.authorBisson, Christophe
dc.contributor.authorPalmer, Mark
dc.date.accessioned2019-06-27T08:02:36Z
dc.date.available2019-06-27T08:02:36Z
dc.date.issued2015
dc.departmentFakülteler, İşletme Fakültesi, Yönetim Bilişim Sistemleri Bölümüen_US
dc.description.abstractPurpose - Traditionally most studies focus on institutionalized management-driven actors to understand technology management innovation. The purpose of this paper is to argue that there is a need for research to study the nature and role of dissident non-institutionalized actors' (i.e. outsourced web designers and rapid application software developers). The authors propose that through online social knowledge sharing non-institutionalized actors' solution-finding tensions enable technology management innovation. Design/methodology/approach - A synthesis of the literature and an analysis of the data (21 interviews) provided insights in three areas of solution-finding tensions enabling management innovation. The authors frame the analysis on the peripherally deviant work and the nature of the ways that dissident non-institutionalized actors deviate from their clients (understood as the firm) original contracted objectives. Findings - The findings provide insights into the productive role of solution-finding tensions in enabling opportunities for management service innovation. Furthermore deviant practices that leverage non-institutionalized actors' online social knowledge to fulfill customers' requirements are not interpreted negatively but as a positive willingness to proactively explore alternative paths. Research limitations/implications - The findings demonstrate the importance of dissident non-institutionalized actors in technology management innovation. However this work is based on a single country (USA) and additional research is needed to validate and generalize the findings in other cultural and institutional settings. Originality/value - This paper provides new insights into the perceptions of dissident non-institutionalized actors in the practice of IT managerial decision making. The work departs from but also extends the previous literature demonstrating that peripherally deviant work in solution-finding practice creates tensions enabling management innovation between IT providers and users.en_US]
dc.identifier.citation7
dc.identifier.doi10.1108/ITP-04-2014-0067en_US
dc.identifier.endpage676
dc.identifier.issn0959-3845en_US
dc.identifier.issn1758-5813en_US
dc.identifier.issn0959-3845
dc.identifier.issn1758-5813
dc.identifier.issue3
dc.identifier.scopus2-s2.0-84938691642en_US
dc.identifier.scopusqualityQ1
dc.identifier.startpage653en_US
dc.identifier.urihttps://hdl.handle.net/20.500.12469/651
dc.identifier.urihttps://doi.org/10.1108/ITP-04-2014-0067
dc.identifier.volume28en_US
dc.identifier.wosWOS:000360114600011en_US
dc.identifier.wosqualityQ2
dc.institutionauthorBisson, Christopheen_US
dc.language.isoenen_US
dc.publisherEmerald Group Publishing Limiteden_US
dc.relation.journalInformation Technology & Peopleen_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/openAccessen_US
dc.subjectResistance to changeen_US
dc.subjectInnovation driver/enabler/factors/processen_US
dc.subjectShared knowledgeen_US
dc.subjectWeb servicesen_US
dc.titleDissidents with an innovation cause? Non-institutionalized actors' online social knowledge sharing solution-finding tensions and technology management innovationen_US
dc.typeArticleen_US
dspace.entity.typePublication

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