Paper Number

1815

Paper Type

short

Description

When organizations implement information technology (IT) artifacts, they focus on intended functionalities. Misalignment between processes and organizational or individual goals can lead to unintended work practices. Users may actualize affordances that the artifact designer did not intend. As such, there is a potential tension between the goals users must achieve, the technology's features and the organization's policies. Organizations must respond to unintended affordances in regulated industries such as healthcare to ensure compliance. Understanding how organizations react to unintended affordances provides insights into individual and organizational behavior concerning the adoption and assimilation of IT artifacts. Organizations need guidance on responding to unintended affordances in specific situations. Therefore, this real-world ethnographical study seeks to identify organizational reactions to unintended affordances.

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16-HealthCare

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Dec 11th, 12:00 AM

How do Organizations react to Unintended Affordances? An Ethnography in Healthcare

When organizations implement information technology (IT) artifacts, they focus on intended functionalities. Misalignment between processes and organizational or individual goals can lead to unintended work practices. Users may actualize affordances that the artifact designer did not intend. As such, there is a potential tension between the goals users must achieve, the technology's features and the organization's policies. Organizations must respond to unintended affordances in regulated industries such as healthcare to ensure compliance. Understanding how organizations react to unintended affordances provides insights into individual and organizational behavior concerning the adoption and assimilation of IT artifacts. Organizations need guidance on responding to unintended affordances in specific situations. Therefore, this real-world ethnographical study seeks to identify organizational reactions to unintended affordances.

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