This paper notes that the autonomy of 'boundary spanning' units are becoming critically important as organizations continue to decentralize. This dynamic business change and the consequent new configurations are believed to have a significant and pervasive impact upon the role of IS/IT. The formal 'technology push' common to these circumstances is clearly inappropriate given the emergence of these increasingly diverse and complex structures. IS/IT leveraged advantages may be enabled through move emphasis upon informal managerial coalitions and interdependent groups where successful business transformation incorporates behavioral adjustments. This paper presents an analysis of three case studies in this respect which demonstrate that the competitive environment encompasses multiple dimensions of change. This will necessitate attention to improving the organization culture through intense information sharing and communication enhanced through IS/IT implementation.
['Gurpreet Dhillon', 'Ray Hackney']
IS/IT and dynamic business change