Please use this identifier to cite or link to this item:
|Title:||IT IMPLEMENTATION AND ORGANIZATIONAL LEARNING : CASE STUDY AND THEORETICAL FRAMEWORK||Authors:||ANG KWANG TAT||Issue Date:||1999||Citation:||ANG KWANG TAT (1999). IT IMPLEMENTATION AND ORGANIZATIONAL LEARNING : CASE STUDY AND THEORETICAL FRAMEWORK. ScholarBank@NUS Repository.||Abstract:||Originating from organizational scholars who borrowed the notion of learning from psychology, "organizational learning" has been studied in many other diverse fields. Recent MIS research suggests that it may be useful to explore IT implementation issues from the perspective of organizational learning. Based on the work by Robey et al. (I 905) an organizational learning research model originally conceptualised for Business Process Reengineering is adapted for IT implementation. Theoretical justification is provided, and the proposed research model is tested qualitatively through a case study conducted at a major insurance company. Data collected from a corporate-wide implementation of an imaging workflow system reveals that the proposed research model provides plausible explanations for the different success outcomes in the various functional departments. Rival explanations are explored and the insights from, and limitations of the organizational learning approach are discussed. The implications for research and practice are also drawn.||URI:||https://scholarbank.nus.edu.sg/handle/10635/153419|
|Appears in Collections:||Master's Theses (Restricted)|
Show full item record
Files in This Item:
|b22107526.pdf||3.37 MB||Adobe PDF|
checked on May 12, 2019
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.