Understanding Business Process Change Failure: An Actor-Network Perspective
In this paper, we use concepts from actor-network theory (ANT) to interpret the sequence of events that led to business process change (BPC) failure at a telecommunications company in the United States. Through our intensive examination of the BPC initiative, we find that a number of issues suggeste...
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| Published in | Journal of management information systems Vol. 23; no. 1; pp. 51 - 86 |
|---|---|
| Main Authors | , , |
| Format | Journal Article |
| Language | English |
| Published |
Abingdon
Routledge
01.06.2006
M. E. Sharpe Taylor & Francis Ltd |
| Subjects | |
| Online Access | Get full text |
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| Abstract | In this paper, we use concepts from actor-network theory (ANT) to interpret the sequence of events that led to business process change (BPC) failure at a telecommunications company in the United States. Through our intensive examination of the BPC initiative, we find that a number of issues suggested by ANT, such as errors in problematization, parallel translation, betrayal, and irreversible inscription of interests, contributed significantly to the failure. We provide nine abstraction statements capturing the essence of our findings in a concrete form. The larger implication of our study is that, for sociotechnical phenomena such as BPC with significant political components, an ANT-informed understanding can enable practitioners to better anticipate and cope with emergent complexities. |
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| AbstractList | In this paper, we use concepts from actor-network theory (ANT) to interpret the sequence of events that led to business process change (BPC) failure at a telecommunications company in the United States. Through our intensive examination of the BPC initiative, we find that a number of issues suggested by ANT, such as errors in problematization, parallel translation, betrayal, and irreversible inscription of interests, contributed significantly to the failure. We provide nine abstraction statements capturing the essence of our findings in a concrete form. The larger implication of our study is that, for sociotechnical phenomena such as BPC with significant political components, an ANT-informed understanding can enable practitioners to better anticipate and cope with emergent complexities. [PUBLICATION ABSTRACT] In this paper, we use concepts from actor-network theory (ANT) to interpret the sequence of events that led to business process change (BPC) failure at a telecommunications company in the United States. Through our intensive examination of the BPC initiative, we find that a number of issues suggested by ANT, such as errors in problematization, parallel translation, betrayal, and irreversible inscription of interests, contributed significantly to the failure. We provide nine abstraction statements capturing the essence of our findings in a concrete form. The larger implication of our study is that, for sociotechnical phenomena such as BPC with significant political components, an ANT-informed understanding can enable practitioners to better anticipate and cope with emergent complexities. |
| Author | Sarker, Saonee Sidorova, Anna Sarker, Suprateek |
| Author_xml | – sequence: 1 givenname: Suprateek surname: Sarker fullname: Sarker, Suprateek organization: Washington State University, Pullman – sequence: 2 givenname: Saonee surname: Sarker fullname: Sarker, Saonee organization: MIS, Washington State University – sequence: 3 givenname: Anna surname: Sidorova fullname: Sidorova, Anna organization: PricewaterhouseCoopers, Moscow, Russia |
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| SubjectTerms | Actor-network theory Betrayal Business management Business models business process change Business process reengineering Business structures case study Employees Failure analysis Information storage and retrieval systems information systems implementation information systems politics Information technology interpretive research Layoffs Management consulting Organizational change power reengineering social construction of technology Statistical analysis Studies Vendors |
| Title | Understanding Business Process Change Failure: An Actor-Network Perspective |
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