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Immutable Technology and the Breakdown of Organizational Change.
- 1. 1 Immutable Technology Matthew Weber Rutgers University @docmattweber Jeffrey Treem University of Texas at Austin
- 2. 2 Background
- 3. $5 $4M $4bn Technology Costs Salesforce.com Starting cost per user; corporate implementations can be millions Knight Foundation Amount invested for a new newspaper commenting system Kaiser Permanente Created a new electronic health records system for 9 million users 3
- 4. Goal orientation, organizational context, and perceived usefulness are key AST Individual perceptions of what can be done with a technology drive use TAM Forces of GoodTechnological Adaptation Social influence & individual evaluations of technology are key to use Diffusion 4
- 5. Change is constrained by cognitive, regulative, and normative structures Institutional Environmental pressures and interactions with other organizations constrain action Industry Systems The Dark SideBarriers in the Ecosystem Organizational routines and inertia restrict the ability to adapt & evolve Ecological 5
- 7. 7 Study
- 8. 8 Case 1: Midwest News
- 9. 9 Case 2: Beta Corp.
- 10. 10 So what?
- 11. 11 Technology “After I complete this Excel sheet… I have to go into [the sales interface] and change [the information] there. Then I have to notify two different manager groups with two different email formats. And all the information on the sheet they could’ve gotten from the system. So I need to update the [shared spreadsheet], then go to [the sales interface] and update that. “ Beta Corp. “There’s a real disconnect between our content streams so we have one CMS for stories that go through our print process and then we have blogs that are on a separate platform. There's no connection.” Midwest News Restricts the ability to adapt routines
- 12. 12 Technology “Theoretically the new sales tool should work, but how these things work it is only as good as the things people put in, and we are humans and people are lazy“ Beta Corp. “[when we purchased the system], there were no good content management systems and they had to be self-built. What you could actually do to content on the web was extremely primitive” Midwest News Hinders future adaptation
- 13. 13 Technology “We are now in an environment where workers are more distributed and people are in different places than they were before. We have tools to support communication and right now people are capable, but not comfortable using the tools.” Beta Corp. “We’ve gone from totally self- contained to having dotted lines all over the place and right now, for the most part, I’ve got dotted lines to everything.” Midwest News Disrupts the organizational structure
- 14. 14 Immutable TechnologyBarriers to communication and change When organizations are in periods of stability When prior technology required significant capital investment Technological standards have changed significantly
- 15. 15 Immutable Technology Matthew Weber Rutgers University @docmattweber matthew.weber@rutgers.edu Jeffrey Treem University of Texas at Austin
- 16. 16 Beta & Midwest: Site Locations
Editor's Notes
- In early work on Adaptive Structure Theory, DeSanctis and Poole pointed to industrial pressures as an important factor for future scholars to consider … to date relatively little research in communication has looked at the negative pressures of the organizational environment.
- 64% Of companies surveyed in 2013 planed “significant investment” in Big Data according to Gartner Research
- Institutionalism – fields.. Constrained by acceptable behavior (normative), cognitive structures… regulative structures Scott 1995, Dimaggion and Powell 1983 normative... Accepted technological standards Industry systems lieblebici 1991 marginal/central actors
- ---Midwest Media: Data collection occurred in 2007 – 11 interviews & 1 week of observation data – 2 teams … 2 managers and 9 employees focused on print and digital journalism Major newspaper publishing company. Initial investment in CMS made in 1998; had not overhauled system since then. Daily circulation – at the time – of their leading paper – was more than 350,000 readers --- work process requites multiple teams to engage with content. Focus on content management system Content management systems in the United States newspaper industry Publsihing firms tuse CMS in three different ways: 2010 technological firms which use integrated tools based on Web technology, follower firms that focus on virtual work coordinating through CMS a, traditional firms just use CMS as a common hub for sharing content, and noninnovative firms have not yet utilized CMS
- ---Beta Corp: Data collection occurred in 2014 – 8 weeks of observation data… observed 4 teams and a total of 18 workers. ---interpretive case study analysis - - multiple cases further allows for a cross-case analysis, enhance the study and the reliability of the findings top 10 technology consulting --- focused on the sales division --- 3,000 employees globally email, landline phones, a number of proprietary collaborative technologies, including an enterprise social media site, an internal instant messaging application, an online corporate directory and an online knowledge repository Focus on internal sales tracking tools
- in this study experienced disruptions to work processes.
- Make sure quotes all come from the same place
- Roadblocks are likely to exist when (a) organizations have previously experienced periods of stability, (b) organizations invested heavily in technology during that period of stability, and (c) the organization has since entered into a marked period of technological disruption. Because new technology is being introduced on top of – and not wholly in place of – embedded technologies – it has the opposite effect of adding work and slowing organizational change people are either a) now using the old and new technology, or b) do not want to use the new technology because the old technology is still in place. (a) the development of organizational routines that prioritize existing technology, (b) a failure to accommodate or anticipate adaptive processes on the part of organizational members, and (c) over-embeddedness of existing technology into the organizational culture