Applications of computer and telecommunications technology have been increasingly being employed within organizations to perform an expanding variety of business functions. Yet, while this information technology has been shown to affect work environments, resulting in changes to both formal and informal organizational relationships, few systematic impacts have been identified. This dissertation attempted to uncover systematic impacts of information technology on organizations by combining prior theory concerning the organizational impacts of information technology with that of how organizations are thought to be shaped and changed. Specifically, the information technology examined was electronic data interchange (EDI) although data concerning related information technology applications was also obtained. A theoretical model relating resources, technology, EDI usage, interaction patterns, efficiency, power relationships and organizational structure was examined using a comparative case analysis. The study involved collecting interview and archival data from 24 value transfer process functions from 7 divisions in 4 organizations. / Using Social Interactionist Theory as theoretical foundation, the following relationships were indicated by the findings. Generally, the organizational environment (strategy, culture, management intention, and stakeholder aims), determined the resources allotted (time, technology, information, labor) and the subgroup intentions (users, designers) for an application. These subgroup intentions and resources then determine the level of EDI usage (depth, diversity, volume) within an organization. EDI usage directly reconfigures organizational structure (e.g. departmentalization, specialization, integration, autonomy, and professionalism) such that efficiency (time, cost), effectiveness (quality, service) and work role (skill, ability, knowledge) changes occur. Role changes further serve to alter levels of influence for value transfer process functions involved in EDI. Feedback relationships were also noted between several of the constructs. In addition, the dissertation helped resolve prior conflict within the literature concerning competing theoretical arguments while providing managers a means to examine the technology applications within their organizations to better control their impacts. / Source: Dissertation Abstracts International, Volume: 52-11, Section: A, page: 3999. / Major Professor: Robert Zmud. / Thesis (Ph.D.)--The Florida State University, 1991.
| Identifer | oai:union.ndltd.org:fsu.edu/oai:fsu.digital.flvc.org:fsu_76543 |
| Contributors | Massetti, Brenda Lee., Florida State University |
| Source Sets | Florida State University |
| Language | English |
| Detected Language | English |
| Type | Text |
| Format | 503 p. |
| Rights | On campus use only. |
| Relation | Dissertation Abstracts International |
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