IS-related Organizational Change: A complex responsive processes perspective

The link between information systems (IS) and organizational change has been well established in the IS literature. This dissertation introduces the Complex Responsive Processes perspective as a novel approach to the study of IS-related organizational change. By combining insights from complexity science with insights from social science, attention is directed to differences, and the related conflict and power balance as the basis of change.

An interpretive case study was conducted of a process towards realizing the digital school unfolding within a Danish municipality. Through observations, interviews and access to internal documents, the process was studied using the Complex Responsive Processes perspective as a sensitizing device. Five episodes were identified within the empirical process: Benchmarking, Strategizing, Improving infrastructure, Analyzing and Re-organizing.

By introducing this novel approach to the study of IS-related organizational change, the dissertation identifies the role of conflict as a potential driver of IS-related organizational change as well as the need for ongoing initiatives to ensure the needed local changes. Further, power is emphasized as a relational phenomenon influencing the process along with multiple participants, all together this leads to an understanding of the change process as uncontrollable and unplannable in nature.