An Allegory on the Role of the Action Researcher to Enable User Engagement and Change Management in the Early Phases of Information Systems Implementation

Antonio Ghezzi

Abstract

Genres of communications significantly influence the evolution of a field of research. In the Information Systems (IS) domain, a debate has recently emerged on the chance to implement alternative genres to generate unconventional ways of looking at IS-related issues. This study hence proposes to apply allegory as an alternative genre to write publications accounting IS research. To exemplify the use of the allegory genre, the study tackles the role of the action researcher to enable user engagement and change management in the early phases of Information Systems implementation. The allegory is applied to the case of a Small- Medium-Enterprise undergoing ERP implementation. Reflecting on the allegory and its interpretation, it is argued that the action researcher can take a paramount role in IS change management as “user engagement enabler”; from a writing genre perspective, it is claimed that allegory is particularly suitable for writing action research accounts.

References

  1. Aladwani, A. M. (2001). Change management strategies for successful ERP implementation. Business Process management journal, 7(3), 266-275.
  2. American Heritage Dictionary of the English Language, Fifth Edition (2011). Houghton Mifflin Harcourt Publishing Company.
  3. Avison, D. E., Lau, F., Myers, M. D., and Nielsen, P. A. (1999). Action research.Communications of the ACM, 42(1), 94-97.
  4. Baskerville, R., and Wood-Harper, A. T. (1998). Diversity in information systems action research methods. European Journal of Information Systems, 7(2), 90-107.
  5. Boje, D. M. (2001). Narrative methods for organizational & communication research. Sage.
  6. Boland, R., and Schultze, U. (1996). Narrating Accountability: Cognition and the Production of the Accountable Self", in R. Munro and R. Mouritsen (eds), Accountability: Power, Ethos and the Technologies of Managing. London: International Thomson Business Press, 1996.
  7. Brown, A., and Jones, M. (1998). Doomed to Failure: Narratives of Inevitability and Conspiracy in a Failed IS Project. Organization Science (19:1), pp. 73-88.
  8. Burnes, B. (2004) Managing Change: A Strategic Approach to Organisational Dynamics, 4th edn (Harlow: Prentice Hall).
  9. Coghlan, D. and Brannick, T. (2005) Doing Action Research in Your Own Organization, SAGE Publications, London.
  10. Coghlan, D. (2000). Interlevel dynamics in clinical inquiry. Journal of Organizational Change Management, 13(2), 190-200.
  11. Coghlan, D. (2011) Action Research: Exploring Perspectives on a Philosophy of Practical Knowing. The Academy of Management Annals 5(1), 53-87.
  12. Collins English Dictionary - Complete and Unabridged (2003). HarperCollins Publishers, 2003.
  13. Cortimiglia, M., Ghezzi, A. and Frank, A. (2015) Business Model Innovation and strategy making nexus: evidences from a cross-industry mixed methods study. R&D Management, DOI: 10.1111/radm.12113.
  14. Czarniawska, B. (2004). Narratives in social science research. Sage.
  15. Davison R., Martinsons, M. and Kock, N. (2004) Principles of Canonical Action Research. Information Systems Journal 14(1), 65-86.
  16. Gadamer, H.G. (1976). Philosophical Hermeneutics. Berkeley: University of California Press.
  17. Gallivan, M., and Keil, M. (2003), The user-developer communication process: a critical case study. Information Systems Journal 13 (1), 37-68.
  18. Gefen, D. (2002). Nurturing clients' trust to encourage engagement success during the customization of ERP systems. Omega, 30(4), 287-299.
  19. Ghezzi, A., Cortimiglia, M. and Frank, A. (2015) Strategy and business model design in dynamic Telecommunications industries: a study on Italian Mobile Network Operators. Technological Forecasting and Social Change Vol. 90, Part A, 346-354.
  20. Ghezzi A., Georgadis M., Reichl P., Di-Cairano Gilfedder C., Mangiaracina R. and Le-Sauze N. (2013) Generating Innovative Business Models for the Future Internet. Info 15(4), 43-68.
  21. Ghezzi, A., Mangiaracina R. and Perego, A. (2012) Shaping the E-Commerce Logistics Strategy: a Decision Framework, International Journal of Engineering Business Management, Wai Hung Ip (Ed.), ISBN: 1847-9790, InTech.
  22. Ghezzi, A., Renga, F., and Balocco, R. (2009) A technology classification model for Mobile Content and Service Delivery Platforms. In Enterprise Information Systems (pp. 600-614). Springer Berlin Heidelberg.
  23. Joshi, K. (1991). A model of users' perspective on change: the case of information systems technology implementation. Mis Quarterly, 229-242.
  24. Kettinger, W. and Grover, V. (1995) Toward a Theory of Business Process Change Management. Journal of Management Information Systems 12(1), 9-30.
  25. Lanzara, G. F. (1991). Shifting stories. Learning from a reflective experiment in a design process. In The reflective turn: Case studies in and on educational practice (pp. 285-320). Teachers College Press New York.
  26. Lim, E. T., Pan, S. L., and Tan, C. W. (2005). Managing user acceptance towards enterprise resource planning (ERP) systems-understanding the dissonance between user expectations and managerial policies. European Journal of Information Systems, 14(2), 135-149.
  27. Markus, M. L., and Robey, D. (1988). Information technology and organizational change: causal structure in theory and research. Management science, 34(5), 583-598.
  28. Mathiassen, L., Chiasson, M. and Germonprez, M. (2012) Style Composition in Action Research Publication. MIS Quarterly 36(2), 347-363.
  29. Mohrman S.A, Pasmore W.A., Shani A.B. (Rami), Stymne B., Adler N. (2008) Toward Building a Collaborative Research Community, in: Shani A.B. (Rami), Mohrman S.A., Pasmore W.A., Stymne B., Adler N. (Eds.) Handbook of Collaborative Management Research, Thousand Oaks (CA): Sage.
  30. Moran, J. W. and Brightman, B. K. (2001) 'Leading organizational change', Career Development International, 6(2), pp. 111-118.
  31. Myers, M. D. (1997). Qualitative Research in Information Systems. MIS Quarterly (21:2), June 1997, pp. 241- 242.
  32. Quilligan, M. (1979). The language of allegory: Defining the genre. Cornell University Press.
  33. Rapoport, R. (1970) Three Dilemmas of Action Research. Human Relations 23(6), 499-513.
  34. Rowe, F. (2012) Toward a richer diversity of genres in information systems research: new categorization and guidelines. European Journal of Information Systems 21, 469-478.
  35. Saarinen, T., and Vepsäläinen, A. (1993). Managing the risks of information systems implementation. European Journal of Information Systems, 2(4), 283- 295.
  36. Schein, E. and Bennis, W, (1965), Personal and Organizational Change Through Group Methods: The Laboratory Approach, New York: Wiley.
  37. Schein, E. H. (1999). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco: Jossey-Bass Publishers.
  38. Sheth, J. (1981), “Psychology of innovation resistance”, Research inMarketing, Vol. 4, pp. 273-82.
  39. Thach, L., and Woodman, R. W. (1994). Organizational change and information technology: Managing on the edge of cyberspace. Organizational Dynamics, 23(1), 30-46.
  40. Wang, E. T., and Chen, J. H. (2006). Effects of internal support and consultant quality on the consulting process and ERP system quality. Decision Support Systems, 42(2), 1029-1041.
  41. Yetim, F. (2006) Acting with genres: discursive-ethical concepts for reflecting on and legitimating genres. European Journal of Information Systems, 15(1), 54- 69.
  42. Zwickl, P., Reichl, P. and Ghezzi, A. (2011) On the quantification of value networks: a dependency model for interconnection scenarios. In Economics of Converged, Internet-Based Networks (pp. 63-74). Springer Berlin Heidelberg.
Download


Paper Citation


in Harvard Style

Ghezzi A. (2016). An Allegory on the Role of the Action Researcher to Enable User Engagement and Change Management in the Early Phases of Information Systems Implementation . In Proceedings of the 18th International Conference on Enterprise Information Systems - Volume 1: ICEIS, ISBN 978-989-758-187-8, pages 29-39. DOI: 10.5220/0005763800290039


in Bibtex Style

@conference{iceis16,
author={Antonio Ghezzi},
title={An Allegory on the Role of the Action Researcher to Enable User Engagement and Change Management in the Early Phases of Information Systems Implementation},
booktitle={Proceedings of the 18th International Conference on Enterprise Information Systems - Volume 1: ICEIS,},
year={2016},
pages={29-39},
publisher={SciTePress},
organization={INSTICC},
doi={10.5220/0005763800290039},
isbn={978-989-758-187-8},
}


in EndNote Style

TY - CONF
JO - Proceedings of the 18th International Conference on Enterprise Information Systems - Volume 1: ICEIS,
TI - An Allegory on the Role of the Action Researcher to Enable User Engagement and Change Management in the Early Phases of Information Systems Implementation
SN - 978-989-758-187-8
AU - Ghezzi A.
PY - 2016
SP - 29
EP - 39
DO - 10.5220/0005763800290039