The Purpose Of This Assignment Is To Help You Identify Essen

The Purpose Of This Assignment Is To Help You Identify Essential Eleme

The purpose of this assignment is to help you identify essential elements of research studies. As such, the items required in the assignment are gauged on a performance and nonperformance scale only. In other words, you will be graded based on your ability to locate and articulate an understanding of six core items and provide the information in a formal paper using APA style and format. You will prepare an evaluation of the Doherty, Ashurst, and Peppard article. The six core elements in the article are:

• Problem Statement: Describe the problem under examination and how it represents some gap in the knowledge base.
• Academic Justification: Describe the authors' justification for researching the problem.
• Literature Review: Provide a summary of the critical authors writing in the field as identified by the authors of the article.
• Research Questions: Provide the specific research question or questions of the study.
• Methodological Choice: Describe the methodological choice (e.g., qualitative or quantitative case study) and the justification of the methodology.
• Discussion: Explain the key findings for the research study and how the limitations of the study can serve as a springboard for future research.

Paper For Above instruction

The article by Doherty, Ashurst, and Peppard (2014) provides a comprehensive examination of the interplay between information systems and organizational change. To evaluate this study thoroughly, it is necessary to dissect its core elements, starting with the problem statement. The authors identify a significant gap in understanding how organizations implement complex technological changes and the factors influencing successful adoption. This problem is critically relevant in the digital age, where rapid technological advancements demand effective integration strategies. The gap signifies a lack of empirical evidence on the nuanced processes underlying IT implementation, which the study aims to address.

The authors justify their research by emphasizing the need to bridge theoretical frameworks with practical implementation challenges. They argue that existing literature offers limited insights into the social dynamics and organizational factors that impact technological change. Their justification rests on the premise that understanding these elements will enable organizations to improve their change management approaches, reducing resistance and enhancing success rates.

The literature review critically summarizes key works in the field, including studies on technology adoption models, organizational change theories, and prior empirical research on IT projects. Notable authors such as Rogers (2003) and Kotter (1996) are emphasized for their frameworks on diffusion of innovation and change management. The review highlights that while these models offer valuable insights, they often lack contextual specificity for complex IT implementations, thereby setting the stage for the current study.

The research questions articulated by Doherty et al. focus on identifying the factors that influence successful IT implementation and understanding how organizational culture and leadership affect the process. The main inquiry seeks to determine the interplay between social and technical factors in shaping change outcomes.

Methodologically, the study adopts a qualitative case study approach. The authors justify this choice by arguing that qualitative methods provide rich, contextual insights necessary for exploring complex organizational phenomena. They conduct in-depth interviews, observations, and document analysis within selected organizations to gather nuanced data that quantitative approaches might overlook.

The findings reveal that successful technology implementation hinges largely on leadership commitment, stakeholder engagement, and adaptive organizational culture. Resistance is mitigated when managers actively promote participation and foster a shared vision. Furthermore, the study notes that contextual nuances, such as organizational history and external pressures, also shape outcomes. Limitations include the small sample size and the specificity of case settings, but these limitations offer avenues for future research. Future studies could employ longitudinal designs or broader samples to generalize findings and explore additional contextual factors influencing IT change efforts.

In conclusion, Doherty et al. contribute valuable insights into the complex processes of IT implementation, bridging theory and practice. Their identification of critical success factors aligns with existing literature while offering fresh perspectives on organizational adaptability. Recognizing the limitations of their study invites further exploration, making their work a meaningful addition to the body of knowledge governing organizational change and information systems.

References

• Doherty, N. F., Ashurst, J., & Peppard, J. (2014). Information systems and organizational change: Challenges and opportunities. Journal of Strategic Information Systems, 23(2), 76-85.
• Rogers, E. M. (2003). Diffusion of Innovations (5th ed.). Free Press.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Orlikowski, W. J., & Baroudi, J. J. (1991). Studying information technology in organizations: Research approaches and assumptions. Organization Science, 2(1), 1-28.
• Pettigrew, A. M. (1990). Longitudinal field research on change: Theory and practice. Organization Science, 1(3), 267-292.
• Yin, R. K. (2014). Case Study Research: Design and Methods (5th ed.). Sage Publications.
• Venkatesh, V., Morris, M. G., Davis, G. B., & Davis, F. D. (2003). User acceptance of information technology: Toward a unified view. MIS Quarterly, 27(3), 425-478.
• Schilling, M. A. (2009). Strategic management of technological innovation. McGraw-Hill Education.
• Nguyen, T., & Newby, M. (2015). Information technology adoption in small businesses: A review. Journal of Small Business Management, 53(4), 1046-1061.
• Hammer, M., & Champy, J. (1993). Reengineering the Corporation: A Manifesto for Business Revolution. HarperBusiness.