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hal.structure.identifierDauphine Recherches en Management [DRM]
dc.contributor.authorde Vaujany, François-Xavier*
hal.structure.identifier
dc.contributor.authorFomin, Vladislav*
hal.structure.identifier
dc.contributor.authorLyytinen, Kalle*
hal.structure.identifierCass Business School
dc.contributor.authorHaefliger, Stefan*
dc.date.accessioned2014-04-03T12:42:05Z
dc.date.available2014-04-03T12:42:05Z
dc.date.issued2013-08
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/13054
dc.language.isoenen
dc.subjectInformation Technologyen
dc.subjectrulesen
dc.subjectregulationen
dc.subjectpracticesen
dc.subjectsociomaterial regulationen
dc.subjectsociomaterial couplingen
dc.subject.ddc651en
dc.subject.classificationjelG.G3.G38en
dc.subject.classificationjelM.M1.M15en
dc.titleSociomaterial regulation in organizations: The case of information technologyen
dc.typeCommunication / Conférence
dc.contributor.editoruniversityotherUniversity Vytautas Magnus;Lituanie
dc.contributor.editoruniversityotherCase Western University;États-Unis
dc.contributor.editoruniversityotherCass Business School;Royaume-Uni
dc.description.abstractenInformation technology (IT) is used to regulate organizational processes both to allow and to prevent specific behavior. Recent scandals in the financial industry exposed overconfidence in IT based regulation and, as scholars of regulation have long known, the games people play increase with the number of rules in place. To explore the practices in organizations with a broad perspective we define sociomaterial regulation as the relationships between the rules, the IT artifacts, and the practices. A new theoretical terminology around the three relationships (materialization of rules in IT artifacts, interdependency between IT artifacts and practices, and coupling in time between rules and practices) helps to explore a large case study of the implementation of an e-learning system in a French university over a five years period. The study reveals five modalities of sociomaterial regulation which can be understood using the three relationships: functionality-, tool-, role-, procedure-, and social process-orientation play out very differently for the organization in terms of the change in practices, the sources of control (hierarchical versus emergent), and innovation activity. We discuss implications for management and policy.en
dc.identifier.citationpages168-174en
dc.relation.ispartofseriestitleAcademy of Management Proceedingsen
dc.relation.ispartofseriesnumber11174en
dc.relation.ispartoftitleAcademy of Management. Annual Meeting Proceedings 2013en
dc.relation.ispartofeditorToombs, Leslie
dc.relation.ispartofpublnameAcademy of Managementen
dc.relation.ispartofpublcityBirminghamen
dc.relation.ispartofdate2013
dc.subject.ddclabelSystèmes d'informationen
dc.relation.conftitle73rd Annual Meeting of the Academy of Management - AOM 2013 Annual Meetingen
dc.relation.confdate2013-08
dc.relation.confcityOrlando, FLen
dc.relation.confcountryÉtats-Unisen
dc.relation.forthcomingnonen
dc.relation.forthcomingprintnonen
dc.identifier.doi10.5465/AMBPP.2013.83en
dc.description.halcandidateoui
dc.description.readershiprecherche
dc.description.audienceInternational
hal.identifierhal-01648122*
hal.version1*
hal.update.actionupdateMetadata*
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