Understanding the effect of IS change: A social capital perspective

Abstract

This paper argues that by adopting a social capital perspective of the effects of Information Systems (IS) implementation we are able to provide insights into both human and technological aspects of change interventions. This theoretical paper is firmly embedded within socio-technical approaches and aims to conceptualise and address concerns relating to organisational issues of systems and technology management. IS implementation inevitably impacts upon the existing work and social relationships within organisations where there is the potential experience of reduced system effectiveness through a periodic lack of coordination and control. It is evident, in this respect, that the adoption of IS produces challenges to human collaboration which clearly add a social dimension to systems management. The paper broadly outlines how a social capital perspective may determine the areas of focus from IS-driven organisational change and provide indications about potential ways to improve system and technology adoption. This may support more appropriate designs for change interventions that enable organisations to accrue more value from IS.