Structuring frames for change: A comparative case study of IT-enabled organisational change

Over the last few decades, businesses worldwide have embraced information technologies as a source of increased efficiency and productivity. Yet, the literature on IT adoption is full of stories of unfulfilled potential.

This is often the case when managers explicitly plan to change a firm's organisational structure and processes via the introduction of information technologies, what is often called "IT-enabled organisational change". In these cases, limited IT use and organisational resistance often hinder the realisation of the beneficial outcomes expected from IT adoption, although radical organisational changes can also be successfully achieved.

This paper examines how two organisations used information technologies to introduce the same type of IT-enabled organisational change with radically different outcomes.

Article attachments Click on the attachments icons to download or open.