A Framework for Exploring IT-Led Change in Morphing Organizations

Cox, Sharon (2017) A Framework for Exploring IT-Led Change in Morphing Organizations. In: Encyclopedia of Information Science and Technology. IGI Global. ISBN 9781522522553

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Organizational transformation refers to changes in the way in which an organization operates. Morphing organization is a term used to reflect organizational transformation, recognizing that as an organization changes the outer face the organization displays to the world, changes are also needed to the internal structures and processes within the organization to facilitate and support the external face. IT-led change is a major driver for organizational transformation. The contribution of this chapter is the presentation of an organizational architecture as a framework to structure analysis and evaluation of the aspects of an organization that may be affected by proposed changes to IT systems in an organization. The framework offers a coherent structure in which to consider organizational transformation in response to IT-led change. The framework may also be used retrospectively to analyse how changes in IT have led to organizational transformation. The application of the organization architecture is illustrated through case study examples from UK organizations.

Item Type: Book Section
Identification Number: https://doi.org/10.4018/978-1-5225-2255-3.ch060
30 June 2017Published
Uncontrolled Keywords: morphing organizations, organizational change, IT-led change, technological change, business models.
Subjects: CAH11 - computing > CAH11-01 - computing > CAH11-01-03 - information systems
CAH17 - business and management > CAH17-01 - business and management > CAH17-01-02 - business studies
Divisions: Faculty of Computing, Engineering and the Built Environment
Faculty of Computing, Engineering and the Built Environment > School of Computing and Digital Technology
Depositing User: Sharon Cox
Date Deposited: 12 Jun 2017 14:21
Last Modified: 22 Mar 2023 12:01
URI: https://www.open-access.bcu.ac.uk/id/eprint/4614

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