| 1. |
|
|
| 2. |
- Arumugam Malar, Dhanalakshmi, et al.
(författare)
-
Digital Transformation in Banking : Exploring Value Co-Creation in Online Banking Services in India
- 2019
-
Ingår i: Journal of Global Information Technology Management. - : Routledge. - 1097-198X. ; 22:1, s. 7-24
-
Tidskriftsartikel (refereegranskat)abstract
- Information Technology (IT) use has the potential to enhance firms' capacity to build and sustain competitive advantages. Though a rich literature notes how IT use continues to change the nature, scale, and scope of service delivery, surprisingly few studies have addressed the digital transformation processes through which the introduction of new IT-enabled online services are introduced in firms and industries. To address this issue, we identify and examine the processes through which IT may create or impair business value in service processes. To theorize these processes, we adopt a service-dominant logic perspective that views the customer as a co-creator of firm value and analyze some observed risks, tensions, and socio-technical challenges associated with the introduction of an online banking service system in India. Drawing on the findings, we present implications for IT strategy research and discuss in particular how firms can avoid unexpected value destruction when they increase customer participation in the delivery of online services to create value.
|
|
| 3. |
- Arvidsson, Viktor, 1984-
(författare)
-
Digital transformation : the material roles of IT resources and their political uses
- 2015
-
Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- As IT became ubiquitous, we recognized that IT was everywhere but in our theories. Despite significant efforts, Information System (IS) research is still in desperate search for the IT artifact. Recent reviews show that IS research first and foremost considers IT resources as a socio-technical and managerial concern. Analyses of inertia are restricted to cognitive limitations or technical challenges of IT development and use as separate activities. Hence, IS research assumes that more development resources, extended training, and better management could turn most failures into success. In this thesis, I posit that IS strategy research often treats normal failure as unexpected to maintain the rational idea that managers are in control and that IT does not matter in and of itself. I argue that planned and convergent views of change work well under stable and unitary conditions but in this way fail to account for the complexity of current IS strategy practice. To substantiate this claim, I demonstrate how IS research routinely neglects the material IT use story in the context of digital transformation (DT) studies and social informatics. Political conflict is a constant theme in IS strategy implementation research, yet few studies provided explanation for the apprehension that managers and workers display during the introduction of new IT resources; even as most managers remain men I found also no study that theorized gender politics as related to IS strategy outcomes. I argue in particular that the IS fields routine adherence to borrowed assumptions about the pace, linearity, and sequence of radical change have limited IS scholars to marginally improve on received DT narratives in which IT plays little or no part as IT appears as an agent mostly before and after DT. Though much is said about how IT triggers and enables organizational change, the actual processes and mechanisms that underlies IS strategy change enactments are thus poorly understood. To examine how the material roles of IT resources and their political use can be captured and explained, I summarize and synthesize insights grounded in empirics from four appended research papers. In this way, I chart avenues for material theorizing of micro-affordances and institutions, and develop an IS strategy-as-practice lens that attends IT use as a material practice. After developing this lens, I discuss how material practice perspectives afford deep understanding of the materialities through which actors create, sustain, and transform organizational practice with digital material, and highlight some opportunities to observe the social consequences of IT use in the context of critical studies on men and masculinities and digital gender.
|
|
| 4. |
|
|
| 5. |
- Arvidsson, Viktor, 1984-, et al.
(författare)
-
Information systems use as strategy practice : a multi-dimensional view of strategic information system implementation and use
- 2014
-
Ingår i: Journal of strategic information systems. - : Elsevier. - 0963-8687 .- 1873-1198. ; 23:1, s. 45-61
-
Tidskriftsartikel (refereegranskat)abstract
- Information systems (IS) are strategic in so far as they are used to realize strategic intent. Yet, while much has been said about aligning IS functionality with the strategic intent and how to organizationally implement strategically aligned systems, less is known of how to successfully implement strategic change associated with system use – a truly critical challenge within strategic IS implementation. Drawing on a strategy-as-practice perspective we address this gap by developing a multi-dimensional view of IS strategy, conceptualizing three key challenges in the IS strategy process, to explain how and why a paper mill, despite successfully implementing a strategic production management system, failed to produce intended strategic change. We call this outcome strategy blindness: organizational incapability to realize the strategic intent of implemented, available system capabilities. Using a longitudinal case study we investigate how cognitive rigidity of key actors and fixed, interrelated practices shaped the implementation of the new production system. We also identify core components and dynamics that constitute a richer multi-dimensional view of the IS strategy implementation (alignment) process. In particular, we identify three salient factors that contribute to strategy blindness – mistranslation of intent, flexibility of the IT artifact and cognitive entrenchment – and discuss how they affect strategic implementation processes. We conclude by discussing implications of our findings for IS strategy theory and practice, especially the contribution of strategy-as-practice to this stream of research.
|
|
| 6. |
- Arvidsson, Viktor, 1984-, et al.
(författare)
-
Outflanking with information technology : a dialectic model of organizational transformation
-
Annan publikation (övrigt vetenskapligt/konstnärligt)abstract
- The information systems (IS) literature conveys two opposing narratives of how to create radical organizational transformation (OT) with information technology (IT): “Iron fist” scholars argue that such OT is best achieved by resolute leaders capable of driving episodic change by fiat, while “velvet glove” scholars posit that OT is best induced incrementally by compassionate leaders who nurture shared vision and minimize conflict. These narratives portray implicitly gendered management stereotypes and promote accounts of heroism. Built to celebrate deliberate managerial action, they also brush aside back-stage work necessary for successful IS strategy implementation and cast IT in the marginal role of a trigger for or enabler of OT. To address these shortcomings, we advance a dialectic model of OT that views IT as a material change agent. To synthesize insights from these opposing narratives of change, our dialectic model also interrogates dominant assumptions in received OT theory. The model is motivated by an unexpected and intriguing case of OT in a Swedish municipality where initially peripheral actors used IT to gradually bring about a much-contested radical change to the organization’s service logics. These actions resembled the military tactics founded on stealth and surprise that military leaders use to overcome overwhelming enemies; therefore, we term the new OT narrative “outflanking.” The narrative foregrounds three tactical IT uses—shielding, priming, and enrolling—that the actors deployed to overcome the opposition. As a result, we theorize that the role of novel IT uses is a necessary component of contemporary OT. Following a call for analyses of OT that recognize material effects of IT, the article concludes with a discussion of how managers can strike alliances with peripheral actors to render their organizations more dynamic, and how researchers need better articulate the complexity of the current IT-based OT.
|
|
| 7. |
- Arvidsson, Viktor, 1984-, et al.
(författare)
-
Social Media Strategy : Understanding Social Media, IT Strategy, and Organizational Responsiveness in Times of Crisis
- 2013
-
Ingår i: Cutter IT Journal. - : Cutter Consortium. - 1522-7383. ; 26:12, s. 18-23
-
Tidskriftsartikel (refereegranskat)abstract
- The ability to effectively and efficiently interact with the business environment is key to organizational success. To this end, organizations increasingly use IT to enable new, improved flows of information both within and across organizational boundaries. Social media (SM) technologies hold great potential for enabling new forms of communication with distant actors. For this potential to be fully realized, however, investments in technology should be made alongside changes in organizational practice and design. While all IT strategies should complement high-level organizational goals and identify the organizational changes necessary to realize them,1 this is particularly the case with SM strategy, as it necessarily challenges traditional forms of organizing and blurs organizational boundaries.
|
|
| 8. |
- Arvidsson, Viktor, 1984-, et al.
(författare)
-
To make or fake sense of information technology? : strategic ambiguity as a source of radical change
-
Annan publikation (övrigt vetenskapligt/konstnärligt)abstract
- While Information Technology (IT) resources signal different meanings to different actors, strategy scholarship advocates the establishing of tight links between the functional role and strategic purpose of IT resources. Particularly, the “interpretative flexibility” of IT resources is depicted as an obstacle for effective strategy implementation that needs to be overcome through planned deployment, training, and control. We challenge this conventional assumption. Through applying a practice lens in a qualitative multi-site case study, we identify four types of IT resource configurations, theorizing IT resource ambiguity as a source for radical change. Ultimately, we observe how, when, and why ambiguous uses of IT can form critical elements of new IT strategy practices, and suggest several implications of the observed IT resource ambiguity for strategy and management research.
|
|
| 9. |
- Augustsson, Nils-Petter, 1972-, et al.
(författare)
-
From Technological Transitions to Service Transitions : A Study of Attenuation Effects in IT Service Provisioning
- 2015
-
Ingår i: Journal of Information Technology Services. - 1975-4256. ; 14:2, s. 337-354
-
Tidskriftsartikel (refereegranskat)abstract
- In a day and age when contemporary businesses are transformed, driven by a service-dominance logic and dependent upon IT, we need to understand how firms cope with technological adaptations and how such technological adaptations can lead to service adaptations. Drawing on a framework on technological transitions and an interpretive longitudinal case study of the services provided by a team within a large public IT firm, this article addresses the following questions：How do service transitions come about? Can we distinguish particular patterns in service transition processes? This research unveils how technological and social dimensions mutually constitute each other within development and implementation of service provisioning. The findings show how：(a) IT plays a fundamental role in service provisioning; (b) technological transitions are the necessary but insufficient preconditions for service transitions; and (c) there are attenuation effects when it comes to the move from technology transition to service transition.
|
|
| 10. |
- Augustsson, Nils-Petter, 1972-, et al.
(författare)
-
Living on the edge : balancing rigor and relevance within an action research context
- 2010
-
Ingår i: Industrial informatics design use and innovation. - Hershey : IGI Global. - 9781615206926 - 9781616923143 - 9781615206933 ; , s. 102-109
-
Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- This paper describes the efforts in ensuring research relevance by means of an industrial PhD project. The project is aiming at strengthening the relevance of research and development by educating scientists with an insight into the practical aspects of research and development and by developing networks in which knowledge can be effectively disseminated between industry and university. The project is taking its stand with an empirical and industrial centre with a technical solution called Dynamo, which is delivered by the company Logica. Dynamo, an intelligent portal that seamlessly connects systems, user information, roles and rule sets, and its context will provide a rich and useful empirical source from which to launch the action research process. The project contains two distinct stakeholders – industry and academy – jointly guiding the project and making sure that both worlds get a result that is in line with and contributes to their business. To this end two key stakeholders that have taken on the role as gatekeepers of rigor and relevance respectively. Taking position in the middle of the action is the PhD student who, by living the life of both researcher and consultant, will take on the role of balancing rigor and relevance. The chosen research approach together with the complex implementation context together with makes it crucial to take on an open minded selection.
|
|
