Organizational hierarchy adaptation and information technology |
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| Institution: | 1. Neurorestoration Center, Keck School of Medicine, University of Southern California, Los Angeles, California, USA;2. Department of Radiology, Keck School of Medicine, University of Southern California, Los Angeles, California, USA;3. Department of Neurological Surgery, Keck School of Medicine, University of Southern California, Los Angeles, California, USA;4. Division of Plastic and Reconstructive Surgery, Department of Surgery, Keck School of Medicine, University of Southern California, Los Angeles, California, USA;5. Department of Neurosurgery, University of California at San Diego, San Diego, California, USA;1. EJD Global Health, Langhorne, PA, USA;2. Department of Health, University of Bath, Bath, UK;3. The Task Force for Global Health, Decatur, GA, USA;4. Eck Institute for Global Health, University of Notre Dame, Notre Dame, IN, USA |
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| Abstract: | Current debate on organization change is concerned increasingly with questioning the extent to which different organizational designs are effective. Consequently, many new forms of organizing have been proffered. In particular, new-form theorists acknowledge hierarchy but rarely test it in generating a variety of information technology- (IT) related change outcomes. This paper focuses on the robustness of hierarchy by tracing its characteristics within two public organizations. It provides an understanding of the relationship between IT applications and structural change by examining how the process of IT adaptation unfolds. Specifically, it explores how management’s disposition to IT change discerns the nature of an organization’s structure and the adaptation of that structure. I argue that the nature of management’s application of information systems—and non-management’s reaction to this practice—guides structural modification. Discussion focuses on explaining the continued presence of hierarchy in IT environments where there is an expectation for significant structural change. |
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