Name
Title | ||
|---|---|---|
Dissidents With An Innovation Cause? Non-Institutionalized Actors' Online Social Knowledge Sharing, Solution-Finding Tensions And Technology Management Innovation |
Abstract | ||
|---|---|---|
Purpose - 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. |
Year | DOI | Venue |
|---|---|---|
2015 | 10.1108/ITP-04-2014-0067 | INFORMATION TECHNOLOGY & PEOPLE |
Keywords | Field | DocType |
Resistance to change, Innovation driver/enabler/factors/process, Shared knowledge, Web services | Leverage (finance),Social knowledge,Public relations,Service innovation,Knowledge management,Originality,Engineering,Application software,Web service,Perception,Technology management,Management science | Journal |
Volume | Issue | ISSN |
28 | 3 | 0959-3845 |
Citations | PageRank | References |
3 | 0.39 | 15 |
Authors | ||
3 | ||
Name | Order | Citations | PageRank |
|---|---|---|---|
| Ronan de Kervenoael | 1 | 12 | 1.51 |
| Christophe Bisson | 2 | 4 | 1.42 |
| Mark Palmer | 3 | 3 | 0.39 |