Please use this identifier to cite or link to this item: https://doi.org/10.1109/TEM.2002.808297
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dc.titleDangerous liaisons? Component-based development and organizational subcultures
dc.contributor.authorHuang, J.C.
dc.contributor.authorNewell, S.
dc.contributor.authorGalliers, R.D.
dc.contributor.authorPan, S.-L.
dc.date.accessioned2013-07-11T10:08:14Z
dc.date.available2013-07-11T10:08:14Z
dc.date.issued2003
dc.identifier.citationHuang, J.C., Newell, S., Galliers, R.D., Pan, S.-L. (2003). Dangerous liaisons? Component-based development and organizational subcultures. IEEE Transactions on Engineering Management 50 (1) : 89-99. ScholarBank@NUS Repository. https://doi.org/10.1109/TEM.2002.808297
dc.identifier.issn00189391
dc.identifier.urihttp://scholarbank.nus.edu.sg/handle/10635/42397
dc.description.abstractThis paper presents an exploratory case study of the investment banking arm of a multinational banking corporation (Invebank) and its attempt to introduce component-based development (CBD). Based on a logic of opposition and utilizing literature on organizational culture and metaphors as an analytical device, issues confronting Invebank in CBD adoption are identified. In particular, problems in CBD implementation were encountered because, while CBD requires extensive knowledge sharing and collaboration, subcultural differences in Invebank meant that this proved difficult to enact. Thus, the paper considers the complexities of subcultural differences in firms and provides a salutary reminder that the implementation of corporate-wide integrative "solutions" such as CBD, may be problematic. Further, there is more to the issue of organizational subcultural differences than the oft-cited business-information technology (IT) divide. Nevertheless, the case demonstrates that subcultural differences should not simply be viewed as a threat. Rather, the recognition and discussion of these differences can provide a stimulus for identifying limitations of the policies surrounding technology implementation and use that if changed could help to maximize the benefits of the technology. Simplistic entreaties to knowledge sharing and the nurture of collaboration and consensus are, thus, brought into question. Implications for further research into the implementation of integrative software solutions like CBD in multifunctional and multifarious organizations are also considered.
dc.description.urihttp://libproxy1.nus.edu.sg/login?url=http://dx.doi.org/10.1109/TEM.2002.808297
dc.sourceScopus
dc.subjectComponent-based development (CBD)
dc.subjectEnterprise-wide software
dc.subjectInformation system (IS)/information technology (IT) implementation
dc.subjectInterpretative case study research
dc.subjectKnowledge sharing
dc.subjectMetaphors
dc.subjectOrganizational culture and subcultures
dc.typeArticle
dc.contributor.departmentINFORMATION SYSTEMS
dc.description.doi10.1109/TEM.2002.808297
dc.description.sourcetitleIEEE Transactions on Engineering Management
dc.description.volume50
dc.description.issue1
dc.description.page89-99
dc.description.codenIEEMA
dc.identifier.isiut000182169000009
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