Start Date
14-12-2012 12:00 AM
Description
This paper investigates how the application of theoretical lenses impacts theorizing on technology in organizations. Based on a case study of a corporate Wiki introduction, three lenses are applied: a process theoretical analysis based on the Enterprise Systems Experience Cycle, a structurational analysis based on Technologies-in-Practice, and a sociomaterial analysis based on the Mangle of Practice. The authors reflect upon their own experiences in applying these and present a comparison of their observations. The paper identifies and analyzes emergent issues in theorizing across the lenses: the role and nature of technology, technological change, changing practice, organizational change, and understanding stability. Similarities and differences are discussed and conclusions are drawn with respect to how what we see through our theoretical lenses determines what we get in theory. The paper presents an opportunity to paticipate in the authors’ experiences and supports others' choice of a theoretical lens for studying technology in organizations.
Recommended Citation
Mueller, Benjamin and Raeth, Philip, "What you see is what you get? – A comparison of theoretical lenses to study technology in organizations" (2012). ICIS 2012 Proceedings. 16.
https://aisel.aisnet.org/icis2012/proceedings/HumanBehavior/16
What you see is what you get? – A comparison of theoretical lenses to study technology in organizations
This paper investigates how the application of theoretical lenses impacts theorizing on technology in organizations. Based on a case study of a corporate Wiki introduction, three lenses are applied: a process theoretical analysis based on the Enterprise Systems Experience Cycle, a structurational analysis based on Technologies-in-Practice, and a sociomaterial analysis based on the Mangle of Practice. The authors reflect upon their own experiences in applying these and present a comparison of their observations. The paper identifies and analyzes emergent issues in theorizing across the lenses: the role and nature of technology, technological change, changing practice, organizational change, and understanding stability. Similarities and differences are discussed and conclusions are drawn with respect to how what we see through our theoretical lenses determines what we get in theory. The paper presents an opportunity to paticipate in the authors’ experiences and supports others' choice of a theoretical lens for studying technology in organizations.