Tom Butler

Towards a Hermeneutic Method for Interpretive Research in Information Systems

There is increasing interest in hermeneutics as a research approach in the field of information systems. However, the problem facing researchers is that there is a paucity of information on the application of hermeneutics for empirical research in the social sciences; indeed, there is very little guidance on what exactly constitutes a hermeneutic method for the investigation of social phenomena. In order to address this problem, this paper provides an overview of concepts and principles from the related philosophies of phenomenology and hermeneutics; it then illustrates their application in an interpretive case study on the information systems development process. The insights obtained from the application of the hermeneutic method outlined in this paper have helped realize the studys objective of illustrating the link between phenomenological hermeneutics and the conduct of interpretive research.

Unpacking the systems development process: an empirical application of the CSF concept in a research context

Abstract This paper unpacks the black box of the IS development process and, thereby, helps business and IT managers understand better its complexity. The Critical Success Factors (CSF) concept was employed for this purpose in an in-depth study of four diverse systems development projects in a large telecommunications company. Unlike previous applications of the CSF method, the approach adopted in this study facilitated the identification of both ‘generic’ and ‘collective’ CSFs in order to map the network of interrelationships between them. Thus the findings shed new light on the process by which information systems are developed by illustrating empirically its complex multidimensional nature and by providing fresh insights into the challenges facing both developers and users in their task of developing organisational IS.

The role of project management in ineffective decision making within Agile software development projects

Decision making in traditional software development lies with the project manager. In contrast, Agile software development teams are empowered to make decisions, while the role of project manager has changed from one of command and control (i.e. to make decisions and ensure they are implemented) to one of a facilitator. This article argues that decision making in software development is not characterised by a sequence of isolated or exclusive decisions; rather, decisions are inter-related, with each decision leading to further decisions, the chain of which often spans the entire duration of a project. Over this extended period, there are several potential factors that can negatively affect the efficacy of decision making by Agile teams. One of the findings of this exploratory longitudinal study is that the high level of empowerment of a cohesive software development team undertaking an Agile project may be one of these negative factors, as empowered, cohesive teams can exhibit problems such as groupthink or the Abilene Paradox. This article therefore argues that the role of project manager in Agile development initiatives needs to be reassessed, with project managers taking on the role of devils advocate in the decision-making process.

Understanding the design of information technologies for knowledge management in organizations: a pragmatic perspective

Abstract.  Researchers report mixed findings on the successful application of information technologies (IT) for knowledge management (KM). The primary difficulty is argued to be the use of information management techniques and concepts to design and develop KM Tools. Also problematic is the existence of a multiplicity of KM technologies, the application and use of which differs across organizations. This paper argues that these problems stem, in part, from the information system field’s over‐reliance on design concepts from the functionalist paradigm. Hence, our contention that alternative perspectives, which bring into focus issues of ontology and epistemology, need to be brought to bear in order to understand the challenges involved in the design and deployment of IT artefacts in knowledge management systems (KMS). The philosophy of technology, with its emphasis on the primacy of praxis, and which incorporates ontological and epistemological concepts from phenomenology and hermeneutics, is applied to the findings of a participative action research study to illustrate how social actors interpret and understand worldly phenomena and subsequently share their knowledge of the life‐world using IT. The outcome of this marriage of situated practical theory and philosophy is a set of design principles to guide the development of a core KM Tool for KMS.

An institutional perspective on developing and implementing intranet- and internet-based information systems

Abstract.  This paper adopts a constructivist, case‐based research strategy to examine the development and implementation of intranet‐ and internet‐based information systems (IS) in a single organization. Institutional theory is used to describe, explain and understand the commitments of social actors in the development of web‐based IS. The findings illustrate that: (1) social and organizational problems similar to those that beset ‘traditional’ IS development arise in the development and implementation of web‐based IS; (2) ‘top‐down’ development and implementation strategies give rise to more conflict and change management problems than ‘bottom‐up’ approaches; and (3) fostering high levels of commitment to organizational imperatives is key to the successful development and implementation of web‐based IS.

Beyond Knowledge Management: Introducing Learning Management Systems

In the knowledge economy, a firm’s intellectual capital represents the only sustainable source of competitive advantage; accordingly, the ability to learn, and to manage the learning process are key success factors for firms. The knowledge management approach to learning in organizations has achieved limited success, primarily because it has focused on knowledge as a resource rather than on learning as a people process. Many world-class organizations, such as Procter & Gamble, Cisco Systems and Deloitte Consulting, are now employing a new breed of systems known as Learning Management Systems (LMS) to foster and manage learning within their organizations1. This article reports on the deployment of an LMS by a major US multinational, CEM Corporation, and proposes a framework for understanding learning in organizations, which highlights the roles that LMS can play in today’s knowledge-intensive organizations.

The Relationship Between User Participation and the Management of Change Surrounding the Development of Information Systems: A European Perspective

INTRODUCTION Information systems development is a multi-dimensional change process that presents itself simultaneously within several related social environments—as a reality, it is socially constructed (Visala, 1991). The conventional wisdom within the information systems community argues that user participation is a core ingredient in this change process and is vital for successful outcomes in terms of both process and product (see Ives and Olson, 1984). However, two comprehensive reviews of research on the phenomenon of user participation revealed that the relationship between user participation and successful systems development is neither grounded in theory nor substantiated by research data (see Ives and Olson, 1984 and Cavaye, 1995). In addition, this paper argues that insufficient attention has been paid to the relationship that exists between user participation in systems development and the issue of organisational change surrounding the development and implementation of information systems: as a consequence, that relationship remains illdefined and thus little understood. In order to address this deficiency, the study maintains that it is only by conceptualizing information systems development as a change process (Boland, 1978; Lyytinen, 1987), and by adopting a perspective that incorporates both user participation and management of change as being instrumental in determining the ultimate success of developed systems, can the relationship between these two concepts and their consequences be evaluated, explained, and understood. A conceptual model that incorpoWhile much is known about the general process of user participation in information systems development, its impact on matters of organisational change has not been the subject of systematic, in-depth investigation. In addition, researchers have typically adopted variance, rather than process-based approaches to the study of these related phenomena. This paper addresses these deficiencies and makes several important contributions to the literature. First, it presents the results of a comprehensive, process-based study of the relationship between user participation and organisational change in the development and implementation of information systems in a large organisation. Second, it presents a theoreti al model which captures the institutional and development-related contexts that shape and influence the processes of user participation and management of change. Third, using the model as a framework to guide the research effort, this study illustrates that an organisation’s institutional context plays a dominant role in shaping and influencing the content and process of user participation and management of change in systems development. This particular finding has important implications for both research and practice. Finally, the model and its associated framework has been validated by the findings of this stud; it may, therefore, be used in future explorations of these important phenomena.

The impact of the Abilene Paradox on double-loop learning in an agile team

This paper presents a qualitative investigation of learning failures associated with the introduction of a new software development methodology by a project team. This paper illustrates that learning is more than the cognitive process of acquiring a new skill; learning also involves changes in behaviour and even beliefs. Extreme Programming (XP), like other software development methodologies, provides a set of values and guidelines as to how software should be developed. As these new values and guidelines involve behavioural changes, the study investigates the introduction of XP as a new learning experience. Researchers use the concepts of single and double-loop learning to illustrate how social actors learn to perform tasks effectively and to determine the best task to perform. The concept of triple-loop learning explains how this learning process can be ineffective, accordingly it is employed to examine why the introduction of XP was ineffective in the team studied. While XP should ideally foster double-loop learning, triple-loop learning can explain why this does not necessarily occur. Research illustrates how power factors influence learning among groups of individuals; this study focuses on one specific power factor - the power inherent in the desire to conform. The Abilene Paradox describes how groups can make ineffective decisions that are contrary to that which group members personally desire or believe. Ineffective decision-making occurs due to the desire to conform among group members; this was shown as the cause of ineffective learning in the software team studied. This desire to conform originated in how the project team cohered as a group, which was, in turn, influenced by the social values embraced by XP.

A conceptual model and IS framework for the design and adoption of environmental compliance management systems

Environmental concerns have led to a significant increase in the number and scope of compliance imperatives governing electrical, electronics, and IT products across global regulatory environments. This is, of course, in addition to general compliance and risk issues generated by the Sarbanes-Oxley Act, data protection and information privacy legislation, ethics and integrity regulations, IT governance concerns, and so on. While the latter dimensions of enterprise-wide governance, compliance, and risk (GRC) are far from straightforward, the complexity and geographical diversity of environment-based regulatory sources cause considerable problems for organisations in the electrical, electronics and IT sectors. Although a variety of enterprise-level information systems are presently available to help manage compliance and reduce risk across all areas, a majority of firms still employ ad-hoc solutions. This paper focuses on the very-much underexplored issue of environmental compliance and risk. The first objective of this exploratory study is to delineate the problems facing GRC and Environmental Health and Safety (EH&S) functions in dealing with environmental regulations globally and to identify how these problems are being solved using Environmental Compliance Management Systems (ECMS). The second objective is to propose a process-based conceptual model and related IS framework on the design and adoption of ECMS that will inform future research and, it is hoped, the IS adoption decisions of GRC and EH&S practitioners.

A Theoretical Model and Framework for Understanding Knowledge Management System Implementation

The study’s objective is to arrive at a theoretical model and framework to guide research into the implementation of KMS, while also seeking to inform practice. In order to achieve this, the paper applies the critical success factors (CSF) method in a field study of successful KMS implementations across 12 large multinational organisations operating in a range of sectors. The paper first generates a ‘collective set’ of CSFs from extant research to construct an a priori model and framework: this is then empirically validated and extended using the field study findings to arrive at a ‘collective set’ of CSFs for all 12 organisations. These are then employed to refine and extend the theoretical model using insights from the literature on capability theory. It is hoped that the model and framework will aid theory building and future empirical research on this highly important and relevant topic.