Abstract
This paper discusses the emergence and the recurrent use of Green IS practice in organisation. The theoretical construct of “field” adopted from Bourdieu’s theory of practice is used in explaining the Green IS practice phenomenon in the case organisation called Acadia. In particular, the study investigates the relationships between local actions including the historical and internal processes in Acadia against the external origins which shape and reshape Green IS practices in Acadia. The findings indicate that Acadia’s Green IS practice emerge and recurrently used due to a number of internal and external factors, as well as the power relationships of the human actors within Acadia. In addition, the ability to manage and allocate resources by the powerful actors enables Green IS practice to become tangible in the company. The “field” construct also shed lights on the conflict and conflict resolution among differing actors occupying the different Green IS subfields in the course of Green IS practice formation.
Recommended Citation
Ijab, Mohamad Taha; Molla, Alemayehu; and Cooper, Vanessa, "Green Information Systems (Green IS) Practice in Organisation: Tracing its Emergence and Recurrent Use" (2012). AMCIS 2012 Proceedings. 6.
https://aisel.aisnet.org/amcis2012/proceedings/GreenIS/6
Green Information Systems (Green IS) Practice in Organisation: Tracing its Emergence and Recurrent Use
This paper discusses the emergence and the recurrent use of Green IS practice in organisation. The theoretical construct of “field” adopted from Bourdieu’s theory of practice is used in explaining the Green IS practice phenomenon in the case organisation called Acadia. In particular, the study investigates the relationships between local actions including the historical and internal processes in Acadia against the external origins which shape and reshape Green IS practices in Acadia. The findings indicate that Acadia’s Green IS practice emerge and recurrently used due to a number of internal and external factors, as well as the power relationships of the human actors within Acadia. In addition, the ability to manage and allocate resources by the powerful actors enables Green IS practice to become tangible in the company. The “field” construct also shed lights on the conflict and conflict resolution among differing actors occupying the different Green IS subfields in the course of Green IS practice formation.