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The key role of organizational culture in a multi-system view of technology-driven change

Published on Jun 1, 2001in International Journal of Information Management
· DOI :10.1016/S0268-4012(01)00013-5
Ángel Cabrera9
Estimated H-index: 9
(IE University),
Elizabeth F. Cabrera12
Estimated H-index: 12
(Charles III University of Madrid),
Sebastián Barajas1
Estimated H-index: 1
(Deloitte)
Sources
Abstract
Organizations undergoing technology-driven change must understand that technology is only one of several inter-related components which drive organizational performance. A multi-system perspective of organizations highlights the interdependencies between an organization's technology, structure and culture and how these affect organizational processes and behaviors. Successful technological innovations require that either the technology be designed to fit the organization's current structure and culture or that the organizational structure and culture be reshaped to fit the demands of the new technology. Thus, the desired effects of new technology are most often realized in organizations able to implement the additional changes that are required to maintain overall fit. To illustrate these issues, this paper presents a case study based on a technology-driven change in a Turkish financial organization. Special attention is given to the role of organizational culture, which is often cited as the most critical factor in successful technology assimilation.
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