Managers spend much of their time communicating and use an ever-larger range of communication
tools for the purpose. Empirical studies have shown that while ICT tools extend communication
opportunities, they do not replace other means of communication. Instead, managers use a set of
communication tools in which traditional media coexist alongside ICT tools.
In addition, studying the use of just one medium fails to give us a full picture of managerial
communication. To gain a better understanding, we need to examine how a range of different means of
communication are used.
To this end, we conducted a case study in a car manufacturing company with data mainly collected
through interviews with 36 managers. Our analysis of the data showed that managers use a set of
communication tools that form superposed layers, each new ICT being layered over the existing
Far from being the result of individual-level rational use, this layering process is socially constructed
by the different users depending on their context. Our study identified three forms of layering, namely
“subject to constraint”, “planned and emergent”, or “chosen”. We argue that these differences in the
layering process can help explain disparities in the outcomes of ICT adoption between organisations.
Charki, Nabila Boukef and Kalika, Michel, "RFID-enabled process capabilities and its impacts on healthcare process performance: A multi-level analysis" (2009). ECIS 2009 Proceedings. 184.