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|Title: ||The influence of organisational culture and organisational control on the diffusion of a management information system|
|Authors: ||Abubakre, Mumin Adetunji|
|Issue Date: ||2013|
|Publisher: ||© Mumin Adetunji Abubakre|
|Abstract: ||The aim of this thesis is to provide an original interpretative understanding of the role of
organisational culture and organisational control on the diffusion of a Management
Information Systems (MIS). An extensive literature review has revealed a lack of synthesis
between organisational culture and organisational control in the understanding of diffusion
of an MIS. The literature review was two-fold: firstly, to examine the impact of
organisational culture on IS diffusion and, secondly, to examine the impact of organisational
control on IS diffusion. The first stage of the review revealed that there are a number of
studies on IS diffusion in relation to culture at the organisational level but a relatively fewer
studies at the sub-organisational or subcultural level. The second stage of the review
highlights that there is also a significant number of studies that have applied the control
concept to investigating phenomena related to IS diffusion, e.g. IT adoptions and IT
implementations, but very few have explicitly applied the control concept to IT
implementations outcomes, i.e. IT diffusion. The review also suggested that there is scarce
empirical research on IS diffusion from the twin perspectives of culture and control.
Using an interpretive case study approach, this thesis was able to collect rich data,
underpinned by Martin’s (1992) conceptualisation of organisational culture, i.e. integration
and differentiation, and Kirsch's (1997) and Ouchi's (1979) conceptualisation of
organisational controls. These conceptualisations served as interpretive lenses to unearth the
dynamic relationship of the application of formal controls on diverging subcultures during
staff interactions and use of an MIS during the adaptation, acceptance and routinization
stages of Cooper and Zmud's (1990) IT Implementation Model.
The thesis' results highlight a number of contributions to knowledge. Firstly, a contribution is
made in the area of IS diffusion research by proposing a conceptual model for IS diffusion.
The model offers explanations on how IS diffusion could be achieved despite the existence of
diverging subcultures when formal control mechanisms are applied, an implication that
suggests that the IS diffusion path may not be smooth and linear but an iterative process.
Secondly, a contribution is made in the area of organisational culture and organisational
control theories. This thesis' results indicate that during the implementation of an MIS, staffespoused
cultural values changed, highlighting that the culture may not be always stable, and
difficult to change. The thesis helps re-conceptualise the existing typology on outcome
control by indicating that outcome control, which is conceptualised as deliberate and forceful
in nature, could also, unlike behaviour control, be exercised in measures that do not need to
coerce or be forceful. Further, the thesis highlights that sanctions rather than rewards were
more effective in the application of controls during the diffusion attempts of an IS. Finally,
the research contributes to knowledge in the area of practice. This study provides insights on
how managers may apply organisational controls to align diverging subgroup members'
actions towards integrative behaviours during an IS implementation process, therefore
facilitating the attainment of successful IS diffusion.|
|Description: ||A Doctoral Thesis. Submitted in partial fulfilment of the requirements for the award of Doctor of Philosophy of Loughborough University.|
|Appears in Collections:||PhD Theses (Business School)|
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