Διδακτορικές διατριβές
Μόνιμο URI για αυτήν τη συλλογήhttps://pyxida.aueb.gr/handle/123456789/53
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Πλοήγηση Διδακτορικές διατριβές ανά Συγγραφέα "Chaniotaki, Eleni"
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Α Β Γ Δ Ε Ζ Η Θ Ι Κ Λ Μ Ν Ξ Ο Π Ρ Σ Τ Υ Φ Χ Ψ Ω
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Τεκμήριο Interaction between the organizational context and ICT interventions: evidence from a public organization in Greece(2020) Chaniotaki, Eleni; Χανιωτάκη, Ελένη; Athens University of Economics and Business, Department of Management Science and Technology; Pouloudi, Nancy; Doukidis, George I.; Soderquist, Eric-Klas; Loukis, Euripides; Poulymenakou, Angeliki; Zamani, Efpraxia; Lekakos, GeorgiosThis exploratory and interpretive research examines the impact of Information and Communication Technologies (ICT) interventions in Public Administration through the lens of a Document Management System (DMS) implementation project in a Greek Ministry. A single case study design was the basis of the data collection process. Data were collected during a total of six years of fieldwork including participant observation, in-depth interviews and extracts of system logfile data. Grounded theory was used both for data analysis and theory building. Having as a starting point the culture and power organizational metaphors, the context-related findings of this research resulted in the construction of a theoretical framework, supplementing the existing literature on organizational culture and power with respect to ICT interventions and IT-enabled change. This framework shows how culture and power are at play in a context of high ambiguity, namely a context with a high degree of uncertainty, contradictions and confusion, shedding light to the specific contextual conditions related to authority, legitimacy, influence and respect, as well as the resulting singularities in how management and leadership are exercised. The findings of this research suggest that, within an organizational context of ambiguity, management may have limited capability to shape the organizational culture, which is desirable prior to an ICT intervention. In such environments, the interplay between the organizational conditions and culture, further enforces cultural rigidity, rendering the organization incapable to cope with a social context where digital transformation has a central role. Policy makers are advised to give themselves space and time to understand and appreciate the culture in the organization where they plan to make an intervention and place human actors at the center of any IT-related change attempt.