A GENERAL MODEL FOR UNDERSTANDING THE RELATIONSHIP BETWEEN INFORMATION TECHNOLOGY AND ORGANIZATIONS

Abstract

The purpose of this paper is to develop a general model of the process by which large organizations develop information technology over long periods of time. A special focus of the paper concerns the question how "social impacts of computers" are produced by management decisions, organizational exigencies, accidents, and environmental forces. The model is clearly situated in the broader behavioral literature on organizations and organizational innovation. Major streams of behavioral research and assumptions are reviewed. The model assumes an eclectic position: organizational innovation results from both internal institutional factors as well as powerful environmental forces. "Social impacts of computers" filter out from a reasonably complex interaction between the organization and the environment. Our goal from the outset was to develop a general model of information technology development which was not a "special" purpose, narrowly framed theory typical of prior management information system research. In addition, we hope to set straight popular misconceptions created by vendors, consultants, and others concerning the question, how do computers "impact" organizations.