MANAGING PEER-TO-PEER CONFLICTS IN DISRUPTIVE INFORMATION TECHNOLOGY INNOVATIONS: THE CASE OF SOFTWARE REUSE.

Author List: Sherif, Karma; Zmud, Robert W.; Browne, Glenn J.;
MIS Quarterly, 2006, Volume 30, Issue 2, Page 339-356.
We examine the case of software reuse as a disruptive information technology innovation (i.e., one that requires changes in the architecture of work processes) in software development organizations. Using theories of conflict, coordination, and learning, we develop a model to explain peer-to-peer conflicts that are likely to accompany the introduction of disruptive technologies and how appropriately devised managerial interventions (e.g., coordination mechanisms and organizational learning practices) can lessen these conflicts. A study of software reuse programs in four organizations was conducted to assess the validity of the model. Qualitative and quantitative analyses of the data obtained showed that companies that had implemented such managerial interventions experienced greater success with their software reuse programs. Implications for theory and practice are discussed.
Keywords: coordination mechanisms; Disruptive IT innovations; goal conflict; organizational learning; software reuse
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#185 0.163 change organizational implementation case study changes management organizations technology organization analysis successful success equilibrium radical efforts initiatives managing resistance individuals
#108 0.155 model research data results study using theoretical influence findings theory support implications test collected tested based empirical empirically context paper
#210 0.129 innovation innovations innovative organizing technological vision disruptive crowdsourcing path implemented explain base opportunities study diversity taking actors practice shape creation
#232 0.116 software development product functionality period upgrade sampling examines extent suggests factors considered useful uncertainty previous called complementarities greater cost present
#256 0.086 coordination mechanisms work contingencies boundaries temporal coordinating vertical associated activities different coordinate suggests dispersed coordinated horizontal relative demand spatial hours
#66 0.070 conflict management resolution conflicts resolve interpersonal consensus robey strategies interdependence optimistic occur degree diversity resolving agreement 1993 1982 distributed issues
#252 0.059 management practices technology information organizations organizational steering role fashion effective survey companies firms set planning focus committees executives managing committee