Managing Peer-to-Peer Conflicts in Disruptive Information Technology Innovations: The Case of Software Reuse

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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.
Additional Details
Author Karma Sherif, Robert W. Zmud, and Glenn J. Browne
Year 2006
Volume 30
Issue 2
Keywords Disruptive IT innovations, software reuse, goal conflict, coordination mechanisms, organizational learning
Page Numbers 339-356
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