Our paper is motivated by one simple question: Why do so many action research efforts fail to persist over time? We approach this question, the problem of sustainability, building on a perspective on action research identifying the pivotal importance of networks. More precisely, local action research interventions need to be conceptualized and approached as but one element in a larger network of action in order to ensure sustainability. A vital aspect of our perspective is that local interventions depend heavily on the support of similar action research efforts in other locations. This is essential for the necessary processes of learning and experience sharing. We suggest that the scaling (i.e., spreading) of intervention is a prerequisite, not a luxury, for sustainable action research. Empirically, we base our analysis on an ongoing, large-scale action research project within the health care sector (called HISP) in a number of developing countries. HISP provides a fruitful occasion to investigate key criteria for our approach to action research, namely sustainability, scalability, and capacity to be politically relevant to the participants. We contribute to three discourses: (1) models of action research, (2) lessons for health information systems in developing countries, and (3) more generally, IS implementations that are dispersed, large-scale, and have scarce resources.
This paper describes a research study, carried out over the period 1993 to 1995, of the efforts made in India to develop and use geographical information systems (GIS)(n2) to aid district-level administration. We give a detailed description of our research approach, drawing from contextualism as a broad research methodology and using actor-network theory for analytical purposes. The main section of the paper provides an in-depth analysis of a major GIS initiative from a particular Indian government ministry. We conclude that the creation and maintenance of a relatively stable set of key actors with aligned interests related to the GIS technology had not been achieved in any of the districts studied by the end of the research period. Our analysis leads to implications for future action that go beyond traditional prescriptions, such as improved participation or better training, toward the need for higher-level interventions in such areas as educational processes and administrative structures. We then turn to criteria for judging the merits of an intensive research study and illustrate to what extent this study satisfies the criteria. Finally, we draw conclusions on the contribution of this paper to the promotion of intensive research and to the opening up of new fields of IS research.
A comparative case study was designed to assess the consequences of implementing a particular geographic information system (GIS) in two neighboring county government organizations. Respondents reported radically different experiences with, and consequences of, the GIS technology. In North County, participants considered GIS to be responsible for transforming the way that work was accomplished and for changing patterns of communication among departments. In South County, the same GIS technology was implemented with little social consequence. These divergent outcomes are associated with differences in four specific processes related to the implementation of the GIS in the two organizations: initiation, transition, deployment, and spread of knowledge. In North County, implementation was initiated by an influential group of users (geographers) who positioned the technology as a shared resource that built upon existing competencies. A distributed configuration was deployed in North County, and conceptual knowledge about GIS was disseminated widely. By contrast, in South County GIS was initiated by a centralized data processing department as one of many revenue-producing services. Transition to GIS in South County required a departure from existing competencies, and it was deployed as a centralized system with limited procedural knowledge spread among the potential user community. Taken together, these findings suggest that implementation processes that advance users' learning about potentially transformational technologies are likely to result in perceived transformation. The theoretical perspective of organizational learning is, therefore, suggested as a guide for future research on the role of information technology in organizational transformation.