Dissidents with an innovation cause? Non-institutionalized actors' online social knowledge sharing, solution-finding tensions and technology management innovation. Issue 3 (3rd August 2015)

• Record Type: Journal Article
• Authors: de Kervenoael, Ronan; Bisson, Christophe; Palmer, Mark
• Is Part Of: Information technology & people. Volume 28:Issue 3(2015)
• Page Start: 653
• Page End: 676
• Publication Date: 2015-08-03
• Subjects: Resistance to change -- Innovation driver/enabler/factors/process -- Shared knowledge -- Web services; Information technology -- Periodicals; Management information systems -- Periodicals; Human-computer interaction -- Periodicals; 004
• DOI: 10.1108/ITP-04-2014-0067
• Languages: English
• ISSNs: 0959-3845

Abstract

Abstract : Purpose: – Traditionally, most studies focus on institutionalized management-driven actors to understand technology management innovation. The purpose of this paper is to argue that there is a need for research to study the nature and role of dissident non-institutionalized actors' (i.e. outsourced web designers and rapid application software developers). The authors propose that through online social knowledge sharing, non-institutionalized actors' solution-finding tensions enable technology management innovation. Design/methodology/approach: – A synthesis of the literature and an analysis of the data (21 interviews) provided insights in three areas of solution-finding tensions enabling management innovation. The authors frame the analysis on the peripherally deviant work and the nature of the ways that dissident non-institutionalized actors deviate from their clients (understood as the firm) original contracted objectives. Findings: – The findings provide insights into the productive role of solution-finding tensions in enabling opportunities for management service innovation. Furthermore, deviant practices that leverage non-institutionalized actors' online social knowledge to fulfill customers' requirements are not interpreted negatively, but as a positive willingness to proactively explore alternative paths. Research limitations/implications: – The findings demonstrate the importance of dissident non-institutionalized actors in technology management innovation. However, this work is based on a single country (USA) and additional research is needed to validate and generalize the findings in other cultural and institutional settings. Originality/value: – This paper provides new insights into the perceptions of dissident non-institutionalized actors in the practice of IT managerial decision making. The work departs from, but also extends, the previous literature, demonstrating that peripherally deviant work in solution-finding practice creates tensions, enabling management innovation between IT providers and users.