Dissidents with an innovation cause? Non-institutionalized actors' online social knowledge sharing, solution-finding tensions and technology management innovation

Jouan de Kervenoael, Ronan and Bisson, Christophe and Palmer, Mark (2015) Dissidents with an innovation cause? Non-institutionalized actors' online social knowledge sharing, solution-finding tensions and technology management innovation. Information Technology and People, 28 (3). pp. 653-676. ISSN 0959-3845 (Print) 1758-5813 (Online)

Full text not available from this repository. (Request a copy)

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.
Item Type: Article
Uncontrolled Keywords: Resistance to change; Innovation driver/enabler/factors/process; Shared knowledge; Web services
Subjects: T Technology > T Technology (General)
H Social Sciences > HF Commerce > HF4999.2-6182 Business
Divisions: Sabancı Business School
Sabancı Business School > Marketing
Depositing User: Ronan Jouan de Kervenoael
Date Deposited: 18 Nov 2015 14:34
Last Modified: 23 Aug 2019 10:12
URI: https://research.sabanciuniv.edu/id/eprint/27229

Actions (login required)

View Item
View Item