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Systems analysts and the politics of organizational control

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  • Newman, Michael
  • Rosenberg, David

Abstract

The introduction of major information systems into organizations can be fraught with difficulties. The negative effects of such systems can, for many important organizational members, be too great a price to pay for the supposed benefits. The advent of computerised information systems has served not merely to deskill the clerical 'craft' but can also be used as a strategy by top management to reduce the management control gap. However, by undercutting the organizational 'rules of the game', information systems innovation can produce severe strains and stresses in the political system. The proposals in the literature to combat the effects of innovation are examined. A broader, political perspective is used to reveal some of the inadequacies of these proposals and supporting data, gathered from interviews in several Canadian organizations, are presented to illustrate this. The paper ends with a discussion of the implications of this broader approach.

Suggested Citation

  • Newman, Michael & Rosenberg, David, 1985. "Systems analysts and the politics of organizational control," Omega, Elsevier, vol. 13(5), pages 393-406.
    • Handle: RePEc:eee:jomega:v:13:y:1985:i:5:p:393-406
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    Cited by:

    1. Blonk, H. van der, 1996. "Rethinking the concept of information systems," Serie Research Memoranda 0020, VU University Amsterdam, Faculty of Economics, Business Administration and Econometrics.
    2. Goles, Tim & Hirschheim, Rudy, 2000. "The paradigm is dead, the paradigm is dead...long live the paradigm: the legacy of Burrell and Morgan," Omega, Elsevier, vol. 28(3), pages 249-268, June.
    3. Bhimani, Alnoor, 2003. "A study of the emergence of management accounting system ethos and its influence on perceived system success," Accounting, Organizations and Society, Elsevier, vol. 28(6), pages 523-548, August.

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