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A framework for promoting learning in IS design and implementation

A framework for promoting learning in IS design and implementation Purpose – The purpose of this paper is to set out an argument for a way to design, implement and manage IS with an emphasis on first, the learning that can be created through undertaking the approach, and second, the learning that may be created through using the IS that was implemented. The paper proposes joining two areas of research namely, technology management with soft systems methodology (SSM). The framework was developed through undertaking a customer concern management project within a manufacturing organisation. Design/methodology/approach – Reviewing the literature on information systems management, the learning organisation, and systems theory a proposed synergy is found. The outcome of this synergy allows a number of methodologies to be identified that are argued as suitable for IS design. From these information system development (ISD) methodologies, SSM is expanded to incorporate the principles of the learning organisation and systems theory. The expanded SSM framework is applied in practice through a process of participatory action research. Findings – The outcome of the practical work argues for a complete framework that joins the areas of research (SSM and technology management) and emphasises other thinking from the areas of systems theory and the “learning organisation”. Research limitations/implications – The paper concludes with a discussion on the advantages of joining soft systems with technology management but also the limitations created. Such limitations have been identified as moving from the soft, tacit issues of the design phases to the harder more structured aspects of technology implementation and management. A change in philosophy may restrict other issues from being explored. This issue needs to be focussed on in future research. Practical implications – A framework has been developed that draws on the work of soft systems methodology (SSM) and a technology management process framework (TMPF) used in the area of technology management. By expanding the SSM model and joining it with the TMPF an attempt to give individuals and teams a practical tool to help design, implement, and manage IS with an emphasis on learning the framework promotes. Originality/value – The framework provides advantages for academics, consultants and other practitioners and gives a central focus on what issues need to be accomplished more explicitly in order to undertake an ISD project. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

A framework for promoting learning in IS design and implementation

Adrian Small; Petia Sice; Tony Venus
The Learning Organization , Volume 15 (2): 30 – Mar 7, 2008
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References (48)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0969-6474
DOI
10.1108/09696470810852320
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to set out an argument for a way to design, implement and manage IS with an emphasis on first, the learning that can be created through undertaking the approach, and second, the learning that may be created through using the IS that was implemented. The paper proposes joining two areas of research namely, technology management with soft systems methodology (SSM). The framework was developed through undertaking a customer concern management project within a manufacturing organisation. Design/methodology/approach – Reviewing the literature on information systems management, the learning organisation, and systems theory a proposed synergy is found. The outcome of this synergy allows a number of methodologies to be identified that are argued as suitable for IS design. From these information system development (ISD) methodologies, SSM is expanded to incorporate the principles of the learning organisation and systems theory. The expanded SSM framework is applied in practice through a process of participatory action research. Findings – The outcome of the practical work argues for a complete framework that joins the areas of research (SSM and technology management) and emphasises other thinking from the areas of systems theory and the “learning organisation”. Research limitations/implications – The paper concludes with a discussion on the advantages of joining soft systems with technology management but also the limitations created. Such limitations have been identified as moving from the soft, tacit issues of the design phases to the harder more structured aspects of technology implementation and management. A change in philosophy may restrict other issues from being explored. This issue needs to be focussed on in future research. Practical implications – A framework has been developed that draws on the work of soft systems methodology (SSM) and a technology management process framework (TMPF) used in the area of technology management. By expanding the SSM model and joining it with the TMPF an attempt to give individuals and teams a practical tool to help design, implement, and manage IS with an emphasis on learning the framework promotes. Originality/value – The framework provides advantages for academics, consultants and other practitioners and gives a central focus on what issues need to be accomplished more explicitly in order to undertake an ISD project.

Journal

The Learning Organization – Emerald Publishing

Published: Mar 7, 2008

Keywords: Learning organizations; Information systems; General management; Research and development

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