Start Date
10-12-2017 12:00 AM
Description
Within the information systems research community there is growing interest in research on information and communication technology for development (ICT4D). Despite the billions of dollars that are spent on ICT4D projects, research has shown that many of these projects are unsuccessful. A broad range of factors have been identified, and one of these relates to the power asymmetries in developing countries. However, we do not yet understand how the power asymmetries develop over the course of an ICT4D project. The purpose of this study is to explore how these asymmetries develop over time. Our theoretical framework is provided by Bourdieu’s theory of practice. We look at the historicity of context, the roles of the actors and the use of symbolic concepts. Our findings suggest that the agents of change internalize the bureaucratic culture and practices of the government officers and themselves became agents of exploitation and corruption.
Recommended Citation
Vaidya, Ranjan and Myers, Michael David, "Power in ICT4D projects: The case of an Indian Agricultural Marketing Board" (2017). ICIS 2017 Proceedings. 1.
https://aisel.aisnet.org/icis2017/IT-and-Social/Presentations/1
Power in ICT4D projects: The case of an Indian Agricultural Marketing Board
Within the information systems research community there is growing interest in research on information and communication technology for development (ICT4D). Despite the billions of dollars that are spent on ICT4D projects, research has shown that many of these projects are unsuccessful. A broad range of factors have been identified, and one of these relates to the power asymmetries in developing countries. However, we do not yet understand how the power asymmetries develop over the course of an ICT4D project. The purpose of this study is to explore how these asymmetries develop over time. Our theoretical framework is provided by Bourdieu’s theory of practice. We look at the historicity of context, the roles of the actors and the use of symbolic concepts. Our findings suggest that the agents of change internalize the bureaucratic culture and practices of the government officers and themselves became agents of exploitation and corruption.