Pour l’essentiel, les recherches traitant des valeurs
stratégiques du SI restent dans le paradigme de
l’alignement stratégique, et utilisent des notions telles que
celles de "processus" ou "d’activités". En s’appuyant sur la
perspective offerte par les théories de la pratique, cet
article offre une alternative en distinguant trois formes de
praxis et des valeurs spécifiques.
Résumé en anglais
Literature about IS strategic management or IS strategic value is abundant. Nonetheless, the bulk
of existing studies are focused on the concept of alignment. They do not make sense of a strategic
value "in practice" and still draw on notions such as activity or process to make sense of
alignment. By means of a practice-based view of technology, three praxis are suggested here for
the modeling of strategic value: legitimacy-related (based on adoption praxis), assimilative
(related to design and acceptance praxis) and appropriative (linked to local adaptation and
improvisation praxis). They are introduced by means of a "thought experiment" (a short story about a rifle).
