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Telemedicine, similarly to social media, accelerates information exchange, enriches information, provides better access to information and, furthermore, has an impact on mobilizing resources in business-to-business relationships. This paper aims to contribute to the understanding of the changes brought about by telemedicine, as a new technology, in patient routes.

This case study method was applied to examine five health-care protocols through their patient routes (series of activities) with and without telemedicine technology. The ARA model was applied to examine the changes telemedicine engendered in relation to activities, resources and actors. The strategy of visual mapping was applied for the comparative analysis.

The analyzed cases show that the new resources applied through telemedicine technology modified the number and substance of relevant activities and the set and role of actors who were involved. The quantity or the availability of output information increased in patient routes when new resources were added by telemedicine technology. When technology change occurred, any change in data or information systems – the two building blocks of information – could result in new or modified activities. If data that is used or produced while undertaking an activity change simultaneously along with the information system used for encrypting this data, then this “joint change” will certainly entail some kind of change in the set of activities, resources or actors that are involved. If not, then the activities continued the same as with the face-to-face protocol (without the new technology).

The novelty of the paper is that the results highlight the role of information in the extent of change in interactions induced by new technology. Findings about such changes show how information influenced by activities, resources and actors can help decision-makers in relation to the use of telemedicine.

Changing manufacturing policy and manufacturing technology has had serious implications for production managers. A survey to identify the nature and extent of the impact of changes in manufacturing technology on the jobs of production or manufacturing managers shows that managers are concerned about the changing nature of their jobs and are increasingly dissatisfied with their roles. Their jobs are diminished but more stressful because they must maintain responsibility over a system over which they have little control. Yet they need a wider range of skills, e.g. people management and a broad knowledge of different subjects, to perform this role. The inevitability of change and the future directions in this area are discussed.

The purpose of this paper is to explore the influence of technology on organizational change during an electronic government implementation in a public organization in East Malaysia. It also examines the interpretation and enactment of technology as affecting organizational performance.

The research utilized a case study approach involving semi-structured interviewing with 18 employees representing department heads, middle managers, and technical officers. The data were triangulated by unobtrusive observations of meetings and work processes as well as archival records.

Technology could either constrain or enable change based on the interplay of intended and unintended use. The way actors interpret the role of technology during change also affects their enactment of technology, leading to both innovation and disruption in work practices. In turn, their enactment patterns shape organizational structure, strategy, and performance.

The paper contributes to the organizational change literature by exploring how individual-level change has led to organizational outcomes as a result of technology. It extends the technology enactment and sociomateriality literature by considering technology use as an organizing process to facilitate change in order to understand the interplay of the social and material aspect of technology.

Employees should be made aware of and accountable for the consequences of unintended use or avoidance of technology in order to enable positive change. Collective sensemaking of technology-induced change should be encouraged to transform work practices so as to shape organizational structure, strategy, and performance.

Unlike similar research, this study extends the structuration perspective of technology in work organizations by exploring how technology enables and constrains organizational change through intended and unintended use. It further illuminates the power of human agency to innovate and organize structures of action that modify social relations and organizational strategy influencing organizational performance.

Technological innovations can have Important strategic implications for individual companies and can greatly influence industries as a whole. Yet, not all technological change is strategically beneficial. This article focuses on ways to recognize and exploit the competitive significance of change.

In this study, the authors aim to address the following two research questions: (1) How do technology innovation paradoxes manifest themselves in technological changes? (2) How do incumbent firms manage technology innovation paradoxes through multi-level organizational ambidexterity? To do so, the authors examine technology innovation in cloud computing, which has taken shape and brought about changes to the information technology industry. Specifically, the authors examine how a traditional software company, China Standard Software Co., Ltd. (CS2C), successfully navigated the technological transition to cloud computing from its existing operating systems business by managing innovation paradoxes through multi-level ambidexterity capabilities.

This study examines a single exploratory case and conducts an in-depth analysis of how technology innovation paradoxes manifest themselves in technological changes and how incumbent firms manage technology innovation paradoxes through multi-level organizational ambidexterity. The data collection and analysis occurred simultaneously through three phases. In Phase 1, one of the authors who had worked at CS2C for many years enabled the authors to obtain access to the company. The data analysis during this phase provided the authors with the history and current situation of CS2C, enabling them to understand the external circumstances, such as particular historical period, and internal conditions, such as cultural and technological changes, that would be relevant throughout the course of their study. It also helped the authors identify organizational ambidexterity capability as the guiding theoretical concept for their research. In Phase 2, the authors engaged in site visits and conducted detailed interviews with employees working at CS2C. In Phase 3, most of the data analysis was conducted. When the interview data were not sufficient to support the theoretical analysis, additional data were collected via phone calls and emails, to assure data-theory-model alignment.

The authors’ findings show that technology innovation paradoxes manifest themselves as contradictory relationships and mutual support relationships between exploitative and exploratory innovation. In addition, the authors identify three integration mechanisms as key to multi-level organizational ambidexterity capabilities in managing technology innovation paradoxes in technological changes.

Three important theoretical implications can be drawn from our case analysis. First, this research contributes to the knowledge of innovation paradoxes during technological changes. Second, this research provides a model of multi-level organizational ambidexterity capability in technological changes. Third, this research proposes three integration mechanisms driven by three types of ambidexterity capability at different organizational levels.

The purpose of this paper is to inspire a different way of thinking about digitalization and organizational change by theorizing simultaneity as an alternative to the otherwise dominant root metaphor of sequence in the literature on digitalization and organizational change.

The theoretical argument is based on a reading of central contributions to the literature on digital technology and organizational change, and particularly inspired by the work positing a constitutive entanglement of technology and organization. We argue for an extension of this line of thinking with a reading of Latour’s notion tonalities. The relevance of the theoretical argument is demonstrated through an illustrative empirical example of the phenomenon digital-ready legislation.

The paper identifies sequence as a root metaphor in the organization and digital change literature. It develops a simultaneity view and illustrates its relevance through the example of digital-ready legislation, pinpointing how technological, organizational and legal elements are attuned to one another at the same time rather than in sequence.

The sequentiality view has dominated the change management research, which has travelled from research into practice. The simultaneity view has the potential to offer a new approach to planning change, with a focus on the simultaneous alignment of, e.g. legal, organizational and technological elements.

The paper offers an alternative to dominant views on digitalization and organizational change, drawing on an overlooked notion in Latour’s scholarship, namely tonalities. This has potential to qualify the entanglement thesis and develop simultaneity as a new metaphor for understanding digital change.

While educational infrastructure is consistently identified as a key lever for educational change, it is often overlooked in research and practice and specifically in relation to technology in schools. By using educational infrastructure as a lens to examine a group of districts' implementation of 1:1 programs, this work provides opportunities for understanding and approaching technology programs in new, and potentially more effective, ways.

Using the concept of educational infrastructure (Mehta and Fine, 2015; Peurach and Neumerski, 2015), this multiple-case study explores the ways superintendents and district technology leaders understand and enact 1:1 technology initiatives to support educational change.

The authors find these leaders see 1:1 technology as both embedded in, and engaged in changing, the physical, cultural, instructional and leadership infrastructures. This suggests that 1:1 technology can act as an infrastructure itself and has the potential to support changes to teaching and learning across the system.

This study offers a new perspective to understand and enact the opportunities of 1:1 technology. Specifically, it helps to reframe technology programs away from discrete classroom or school-based interventions to consider and attend to the system-level resources they require and thus increase benefits they can produce. While always useful, such considerations are particularly important in the current context and the proliferation of online learning for so many.

The dependency of academic information services on information technology is growing, particularly as information technology is the primary infrastructure of a digital library. This is compound by the fast changing/developing nature of information technology and the trend towards digitisation. The changing nature of information technology contributes to the need to manage it. The focus of this article is on the management of information technology with specific reference to the changing nature of this resource. To find a suitable model with which to manage information technology the management of change as well the management of technology was studied. In doing so 11 variables (which should be included in a management model) were distilled for literature. Directors of academic information services in the South African territory sector were approached to rank the variables. Of these 11 variables, the first six were identified as key criteria. When existing information technology models were evaluated, these key criteria were used as the most important measured of effectiveness. However, attempts to find suitable existing model that accommodates all six key criteria were unsuccessful. Ultimately, a new model was designed which could be implemented by academic information services (i.e. university libraries).

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

This article sets out to draw on new empirical research to illustrate how the process of technological change is shaped by a combination of contextual elements that relate to the political and social history of Sudan. The developments in infrastructure, relationships with economically powerful industrialized countries, and the attitudes and perceptions of key decision makers are discussed

Primary data were collected from fieldwork conducted in Sudan for six months, and this was combined with secondary data that were collected from several conventional sources. The design adopted a dual methodological approach that comprised a combination of quantitative and qualitative techniques. This article draws mainly on the qualitative data set, although a summary is provided of some of the main results from the questionnaire survey.

The findings highlight the need for bank general managers and IT managers to collaborate in the establishment of IT strategies and in ensuring that there are sufficient staff and budgetary resources for successful implementation. There is also a need to develop comprehensive banking policies in Sudan in order to support the replacement of traditional manual methods of banking with more advanced computer‐based systems. Managing this process is not simply a technical issue, but a complex socio‐political challenge that requires management sensitivity to the context within which change is taking place.

Fieldwork in Sudan was constrained by both time and limited financial resources, and further frustrated by a number of unanticipated access difficulties. Some of the survey findings may have been affected by missing data, and some of the interview data may have been affected by translation from Arabic into English. However, the multi‐strategy research employed in this study did prove effective in generating useful data.

In the case of developing countries, the data sets and literature available are in short supply, and as such the findings contribute to this limited knowledge base in presenting new empirical evidence and analysis. The study highlights the importance of three broad categories – social‐political context, business economic and technological environment, and the historical and cultural climate of Sudan and the banking industry – in shaping the uptake and introduction of new technology in the Sudanese banking industry.