ORGANIZATIONAL PARADIGM

Organizational Paradigm

Abstract

On one hand, IS are expected to improve performance, especially in terms of producing factor productivity, and on the other hand simplify the seemingly Increasing complexity within the firms. Research is focused on how to implement IS, but very little work is done on the designing on how to work out the architecture as a system per se. It is, therefore, significant to think about designing the paradigms of IS in the organization, since their evolution often takes up through a logic based on increments, which entails path dependency in innovation and the varied layers of applications. Designing IS stands as a guidance for research in order to comprehend their successive mutations. The purpose of this paper is to assess the position of the explanatory paradigms that appear in the designing of IS in the organization, and to offer a clear statement of their impact on the firm. The paradigms to be implement are the technical and production paradigm, the strategic and decision-making paradigm, the social and technical paradigm, the collaborative network paradigm and the paradigm of Web 2.0 and user-centric.

Organizational Paradigm

Introduction

The widespread dissemination of Information Systems (IS) within organizations is due in large part by the rapid and brutal environment of the competitive firms. If the one hand is supposed to improve the performance of organic organizations, particularly in terms of productivity of factors of production, and on the other hand, it reduce the increasing complexity perceived by enterprises because actors have limited cognitive abilities, particularly in an optical decision making. Their implementation and their use over time are often wind associated with the implementation of organizational change processes, which still remain poorly understood. The rapid diffusion in SME's and large companies of various tools within the IS of the organization (Intranet, ERP, EDI, wiki platforms...) led practitioners and researchers to the adoption, use and performance of these tools.

To clarify the concept of Information System in the literature of science management, we retain the definition which is "a system information is a set of formal processes for capturing, processing, storage and communication of information, based on technological tools, which provide a support for transactional processes and decision-making, as well as the communication process driven by organizational actors, individuals or groups of individuals in one or more organizations." This enables comprehensive and general definition to include information technologies. Moreover, this definition underlies several logics within the organization. Decision maker as the acquisition of IS have to make a strategic decision implemented in the organization to design and implement on behalf of others, and finally users realize all or part of their work with the IS. There involves a fourth category of actors, executives whose shares are expected to have impacts on designers / developers in their efforts to provide an application of IS quality vis-à-vis users. We note that these technologies are constantly evolving tools whose design partially escapes designers and they include, in addition to component technology, dimensions within the organization (strategy, coordination, configuration tasks, power ...