Abstract
This paper is based on empirical research into the role of IS functions in shaping strategic changes in a sample of financial institutions in the late 1980s and early 1990s. It argues that the implications of IT for organizational redesign are worked through the social construction of different classificatory systems; “strategic versus non-strategic IS” being an important example of such a system. The construction of these classifications encompasses wider institutional factors, the competitive relations between different expert groups, and the unfolding characteristics of IS projects. In this competitive arena, constructing IS as a strategic concern within the business depends on IS functions enlisting both the immediate contingencies of the project at hand and the wider institutional context.
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Keywords
- Financial Service
- Classificatory System
- Social Construction
- Information System Management
- Strategic Change
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© 1996 IFIP International Federation for Information Processing
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Scarbrough, H. (1996). Strategic Change in Financial Services: The Social Construction of Strategic IS. In: Orlikowski, W.J., Walsham, G., Jones, M.R., Degross, J.I. (eds) Information Technology and Changes in Organizational Work. IFIP Advances in Information and Communication Technology. Springer, Boston, MA. https://doi.org/10.1007/978-0-387-34872-8_12
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DOI: https://doi.org/10.1007/978-0-387-34872-8_12
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