This paper examines how an organization's culture, and in particular its stance toward the pursuit of knowledge and innovation, matters when confronting new digitally enabled practices for generating novel insights. We draw on an in-depth interpretive study of how two innovation consulting firms encountered crowdsourcing for innovation. Our findings suggest that, although both organizations relied on a similar set of organizational arrangements in their daily consulting work, they enacted different positions vis-ˆ-vis crowdsourcing: one firm further experimented with it, whereas the other rejected it altogether. These different positions emerged as organizational actors examined, framed, and evaluated crowdsourcing as an alternative for generating knowledge. To interpret these findings, we draw on philosophy of science and develop the concept of organizational epistemic stance , defined as an attitude that organizational actors collectively enact in pursuing knowledge. Our analysis suggests that when organizational actors encounter and explore information technology-enabled practices, such as crowdsourcing and big data analytics, they are likely to remain committed to their epistemic stance to frame such practices and judge their potential value for pursuing knowledge. This paper contributes to our understanding of encounters with, and adoption and diffusion of, new organizational practices and offers new ways of thinking about crowdsourcing.
In this paper, we propose an analytical lens for studying social status production processes across a wide variety of user-generated content (UGC) platforms. Various streams of research, including those focused on social network analysis in social media, online communities, reputation systems, blogs, and multiplayer games, have discussed social status production online in ways that are diverse and incompatible. Drawing on Bourdieu’s theory of fields of cultural production, we introduce the notion of an <i>online field</i> and associated sociological concepts to help explain how diverse types of producers and consumers of content jointly generate unique power relations online. We elaborate on what role external resources and status markers may play in shaping social dynamics in online fields. Using this unifying theory we are able to integrate previous research findings and propose an explanation of social processes behind both the similarity across UGC platforms, which all offer multiple ways of pursuing distinction through content production, as well as the differences across such platforms in terms of which distinctions matter. We elaborate what role platform design choices play in shaping which forms of distinction count and how they are pursued as well as implications these have for status gaining strategies. We conclude the paper by suggesting how our theory can be used in future qualitative and quantitative research studies.
Increasingly, firms source more complex and strategic as well as harder to codify information technology projects to low-cost offshore locations. Completing such projects successfully requires close collaboration among all participants. Yet, achieving such collaboration is extremely difficult because of the complexity of the context: multiple and over-lapping boundaries associated with diverse organizational and national contexts separate the participants. These boundaries also lead to a pronounced imbalance of resources among onshore and offshore contributors giving rise to status differences and inhibiting collaboration. This research adopts a practice perspective to investigate how differences in country and organizational contexts give rise to boundaries and associated status differences in offshore application development projects and how these boundaries and status differences can be renegotiated in practice to establish effective collaboration. To illustrate and refine the theory, a qualitative case study of a large financial services firm, which sourced a variety of high-end IT work to its wholly owned subsidiaries ("captive centers") and to third party vendors in multiple global locations (in particular, to India and Russia), is presented. Using a grounded theory approach, the paper finds that differences in country contexts gave rise to a number of boundaries that inhibited collaboration effectiveness, while differences in organizational contexts were largely mediated through organizational practices that treated vendor centers and captive units similarly. It also shows that some key onshore managers were able to alleviate status differences and facilitate effective collaboration across diverse country contexts by drawing on their position and resources. Implications are drawn for the theory and practice of global software development and multiparty collaboration.
As the IT workforce becomes global, it is increasingly important to understand the factors affecting IT workers' compensation in labor markets distributed across the globe. Ang et al. (2002) published the first in-depth analysis of compensation for IT professionals juxtaposing human capital endowment (education and experience) and institutional determinants (firm's size, industry, and sector) of compensation in the Singaporean economy. In this paper, we explore the influence of particular national economies on IT workers' compensation. We draw on research into the roots of wage differentials in labor economics and build on the Ang et al. research to present a multilevel analysis of IT workers' compensation in the United States, analyzing the U.S. Bureau of Labor Statistics' Current Population Survey (CPS) data for 1997, 2001, and 2003. We find that, while institutional differences in Singapore mattered only in conjunction with individual factors, in the U.S. institutional differences had a direct effect on IT workers' wages. As tightness of IT labor supply decreased in the United States in the early 2000s, the influence of a firm's size on wages became more pronounced. Also, female IT workers and workers without a college degree fared worse than their male and college-educated counterparts as the IT job market slowed down. We suggest that factors such as presence of job search friction, diversity in the educational system, geographical differences in cost of living, labor mobility, and shortages in IT labor supply vis-à-vis demand help explain the differences among countries. We conclude by outlining the implications of these findings for IT workers, firms, and policy makers.
This paper examines how information technology (IT) transforms relations across fields of practice within organizations. Drawing on Bourdieu's practice theory, we argue that the production of any practice involves varying degrees of embodiment (i.e., relying on personal relationships) and objectification (i.e., relying on the exchange of objects). We subsequently characterize boundary-spanning practices according to their relative degrees of embodiment and objectification. We distinguish between ‘market-like’ boundary-spanning practices, which rely primarily on an objectified mode of practice production, from ‘community-like’ practices, which involve mostly the embodied mode of practice production. IT is then conceptualized as a medium for sharing objects in the production of practices. As such, IT use allows for the sharing of objects without relying on embodied relationships. We use data from an in-depth ethnographic case study to investigate how IT was used to transform community-like boundary-spanning practices within an organization into market-like ones. Moreover, we demonstrate how, as IT was used to support the exchange and combination of depersonalized objects, other aspects of the practice (such as the roles of intermediaries and the nature of meetings) also changed. The related changes in these diverse aspects of a boundary-spanning practice supported the trend toward greater objectification. IT use also increased visibility of the terms associated with object exchange. This increased visibility exposed the inequity of the exchange and encouraged the disadvantaged party to renegotiate the relationship.
Growth of Web-based applications has drawn a great number of diverse stakeholders and specialists into the information systems development (ISD) practice. Marketing, strategy, and graphic design professionals have joined technical developers, business managers, and users in the development of Web-based applications. Often, these specialists work for different organizations with distinct histories and cultures. A longitudinal, qualitative field study of a Web-based application development project was undertaken to develop an in-depth understanding of the collaborative practices that unfold among diverse professionals on ISD projects. The paper proposes that multiparty collaborative practice can be understood as constituting a "collective reflection-in- action" cycle through which an information systems (IS) design emerges as a result of agents producing, sharing, and reflecting on explicit objects. Depending on their control over the various economic and cultural (intellectual) resources brought to the project and developed on the project, agents influence the design in distinctive ways. They use this control to either "add to," "ignore," or "challenge" the work produced by others. Which of these modes of collective reflection-in-action are enacted on the project influences whose expertise will be reflected in the final design. Implications for the study of boundary objects, multiparty collaboration, and organizational learning in contemporary ISD are drawn.
This paper investigates how an organizational competence in boundary spanning emerges in practice by drawing on the concepts of boundary spanner and boundary object. Using data from two qualitative field studies, we argue that in order for boundary spanning to emerge a new joint field of practice must be produced. Our data illustrate that some agents partially transform their practices in local settings so as to accommodate the interests of their counterparts. While negotiating the new joint field, these agents become what we call boundary spanners-in-practice who produce and use objects which become locally useful and which acquire a common identity--hence, boundary objects-in-use. Moreover, we show how boundary spanners-in-practice use various organizational and professional resources including the influence that comes with being nominated to boundary spanners' roles to create the new joint field. The conditions necessary for boundary spanners-in-practice to emerge are outlined and discussed, as are important implications for IS implementation and use.
To date, most research on information technology (IT) outsourcing concludes that firms decide to outsource IT services because they believe that outside vendors possess production cost advantages. Yet it is not clear whether vendors can provide production cost advantages, particularly to large firms who may be able to replicate vendors' production cost advantages in-house. Mixed outsourcing success in the past decade calls for a closer examination of the IT outsourcing vendor's value proposition. While the client's sourcing decisions and the client-vendor relationship have been examined in IT outsourcing literature, the vendor's perspective has hardly been explored. In this paper, we conduct a close examination of vendor strategy and practices in one long-term successful applications management outsourcing engagement. Our analysis indicates that the vendor's efficiency was based on the economic benefits derived from the ability to develop a complementary set of core competencies. This ability, in turn, was based on the centralization of decision rights from a variety and multitude of IT projects controlled by the vendor. The vendor was enticed to share the value with the client through formal and informal relationship management structures. We use the economic concept of complementarity in organizational design, along with prior findings from studies of client-vendor relationships, to explain the IT vendors' value proposition. We further explain how vendors can offer benefits that cannot be readily replicated internally by client firms.