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• W790450166 abstract "The aim of this thesis is to provide an original interpretative understanding of the role oforganisational culture and organisational control on the diffusion of a ManagementInformation Systems (MIS). An extensive literature review has revealed a lack of synthesisbetween organisational culture and organisational control in the understanding of diffusionof an MIS. The literature review was two-fold: firstly, to examine the impact oforganisational culture on IS diffusion and, secondly, to examine the impact of organisationalcontrol on IS diffusion. The first stage of the review revealed that there are a number ofstudies on IS diffusion in relation to culture at the organisational level but a relatively fewerstudies at the sub-organisational or subcultural level. The second stage of the reviewhighlights that there is also a significant number of studies that have applied the controlconcept to investigating phenomena related to IS diffusion, e.g. IT adoptions and ITimplementations, but very few have explicitly applied the control concept to ITimplementations outcomes, i.e. IT diffusion. The review also suggested that there is scarceempirical research on IS diffusion from the twin perspectives of culture and control.Using an interpretive case study approach, this thesis was able to collect rich data,underpinned by Martin’s (1992) conceptualisation of organisational culture, i.e. integrationand differentiation, and Kirsch's (1997) and Ouchi's (1979) conceptualisation oforganisational controls. These conceptualisations served as interpretive lenses to unearth thedynamic relationship of the application of formal controls on diverging subcultures duringstaff interactions and use of an MIS during the adaptation, acceptance and routinizationstages of Cooper and Zmud's (1990) IT Implementation Model.The thesis' results highlight a number of contributions to knowledge. Firstly, a contribution ismade in the area of IS diffusion research by proposing a conceptual model for IS diffusion.The model offers explanations on how IS diffusion could be achieved despite the existence ofdiverging subcultures when formal control mechanisms are applied, an implication thatsuggests that the IS diffusion path may not be smooth and linear but an iterative process.Secondly, a contribution is made in the area of organisational culture and organisationalcontrol theories. This thesis' results indicate that during the implementation of an MIS, staffespousedcultural values changed, highlighting that the culture may not be always stable, anddifficult to change. The thesis helps re-conceptualise the existing typology on outcomecontrol by indicating that outcome control, which is conceptualised as deliberate and forcefulin nature, could also, unlike behaviour control, be exercised in measures that do not need tocoerce or be forceful. Further, the thesis highlights that sanctions rather than rewards weremore effective in the application of controls during the diffusion attempts of an IS. Finally,the research contributes to knowledge in the area of practice. This study provides insights onhow managers may apply organisational controls to align diverging subgroup members'actions towards integrative behaviours during an IS implementation process, thereforefacilitating the attainment of successful IS diffusion." @default.
• W790450166 created "2016-06-24" @default.
• W790450166 creator A5002504891 @default.
• W790450166 date "2013-01-01" @default.
• W790450166 modified "2023-09-27" @default.
• W790450166 title "The influence of organisational culture and organisational control on the diffusion of a management information system" @default.
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