Knowledge that Transforms

Three types of diversity have been prominent in the Information Systems discipline for over a decade: (a) diversity in the problems addressed; (b) diversity in the theoretical foundations and reference disciplines used to account for IS phenomena; and (c) diversity in the methods used to collect, analyze, and interpret data. History has played a major part in encouraging IS researchers to use diversity as a means of countering criticisms of their discipline and increasing their research rigor and productivity. In particular, frequent recourse to reference disciplines has underpinned much of the research that has been undertaken since the early 1980s. There are now signs, however, that the level of diversity that currently exists in IS research may be problematic. In this paper, we consider some of the benefits and costs of allowing diversity to reign in the IS discipline. We also propose a structure that we hope will facilitate discourse on the benefits and costs of diversity and on the role that diversity should now play in the IS discipline.

Over the past two decades, American businesses have invested heavily in information technology (IT) hardware. Managers often buy IT to enhance customer value in ways that are poorly measured by conventional output statistics. Furthermore, because of competition, firms may be unable to capture the full benefits of the value they create. This undermines researchers' attempts to determine IT value by estimating its contribution to industry productivity or to company profits and revenues. An alternative approach estimates the consumers' surplus from IT investments by integrating the area under the demand curve for IT. This methodology does not directly address the question of whether managers and consumers are purchasing the optimal quantity of IT, but rather assumes their revealed willingness-to-pay for IT accurately reflects their valuations. Using data from the U.S. Bureau of Economic Analysis, we estimate four measures of consumers' surplus, including Marshallian surplus, Exact surplus based on compensated (Hicksian) demand curves, a “nonparametric” estimate, and a value based on the theory of index numbers. Interestingly, all four estimates indicate that in our base year of 1987, IT spending generated approximately $50 billion to $70 billion in net value in the United States and increased economic growth by about 0.3% per year. According to our estimates, which are likely to be conservative, IT investments generate approximately three times their cost in value for consumers.

We analyze a large-scale custom software effort, the Worm Community System (WCS), a collaborative system designed for a geographically dispersed community of geneticists. There were complex challenges in creating this infrastructural tool, ranging from simple lack of resources to complex organizational and intellectual communication failures and tradeoffs. Despite high user satisfaction with the system and interface, and extensive user needs assessment, feedback, and analysis, many users experienced difficulties in signing on and use. The study was conducted during a time of unprecedented growth in the Internet and its utilities (1991–1994), and many respondents turned to the World Wide Web for their information exchange. Using Bateson's model of levels of learning, we analyze the levels of infrastructural complexity involved in system access and designer-user communication. We analyze the connection between systems development aimed at supporting specific forms of collaborative knowledge work, local organizational transformation, and large-scale infrastructural change.

In this paper, I outline a perspective on organizational transformation which proposes change as endemic to the practice of organizing and hence as enacted through the situated practices of organizational actors as they improvise, innovate, and adjust their work routines over time. I ground this perspective in an empirical study which examined the use of a new information technology within one organization over a two-year period. In this organization, a series of subtle but nonetheless significant changes were enacted over time as organizational actors appropriated the new technology into their work practices, and then experimented with local innovations, responded to unanticipated breakdowns and contingencies, initiated opportunistic shifts in structure and coordination mechanisms, and improvised various procedural, cognitive, and normative variations to accommodate their evolving use of the technology. These findings provide the empirical basis for a practice-based perspective on organizational transformation. Because it is grounded in the micro-level changes that actors enact over time as they make sense of and act in the world, a practice lens can avoid the strong assumptions of rationality, determinism, or discontinuity characterizing existing change perspectives. A situated change perspective may offer a particularly useful strategy for analyzing change in organizations turning increasingly away from patterns of stability, bureaucracy, and control to those of flexibility, self-organizing, and learning.