Information technology and new organizational forms: Choosing chaos over panaceas

This paper examines five aspects of the critical relationship between information technology (IT) and new emergent forms of organizations. First, there appears to be an unhealthy tendency among IT professionals to elevate any single, highly successful practical experience instantly into an overarching paradigm for managerial success. Second, there is a corresponding tendency for IT researchers to focus their efforts on the search for the single universal formula that will transform any type of organization in any situation from mediocrity to excellence. Third, IT researchers assign a pre-eminence to IT in organizational transformation that neglects many other important social and environmental factors. Fourth, management theorists seem unable to cope with the unpredictability, the multivariate nature and the ‘messiness’ of human organizations in cultural contexts. Even studies that make qualitative allowances will still imply a surreal causal analysis that is mostly speculation. Fifth, several critical factors influence the interaction of changes in IT and emergent organizational forms: these include organizational learning, structural premise and power.