Radar: A Model For It Organizational Change Four Australian Case Studies On The Adoption And Diffusion Of Method Engineering

Serour, MK; Winder, D

Radar: A Model For It Organizational Change Four Australian Case Studies On The Adoption And Diffusion Of Method Engineering

Serour, MK Winder, D

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Publisher:: Polytechnic University of Valencia, Spain
Publication Type:: Conference Proceeding
Citation:: Online Proceedings of the European and Mediterranean Conference on Information Systems (EMCIS) 2007, 2007, pp. 1 - 11
Issue Date:: 2007-01

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Field	Value	Language
dc.contributor.author	Serour, MK	en_US
dc.contributor.author	Winder, D	en_US
dc.contributor.editor	Rodenes, M	en_US
dc.contributor.editor	Hackney, R	en_US
dc.date	2007-07-24	en_US
dc.date.issued	2007-01	en_US
dc.identifier.citation	Online Proceedings of the European and Mediterranean Conference on Information Systems (EMCIS) 2007, 2007, pp. 1 - 11	en_US
dc.identifier.isbn	978-84-8363-184-3	en_US
dc.identifier.uri	http://hdl.handle.net/10453/7073
dc.description.abstract	While there has been significant discussion of the techniques of method engineering, the current literature gives little attention to the adoption and diffusion process, firstly, how the organizations get ready for the adoption process then how they shift their behaviours from prior approaches to their new ones. Utilising four Australian Case Studies, we investigate some factors contributing to the success or failure of a method engineering implementation and discuss a transition model (RADaR) that was designed and constructed to assist IT organizations to adopt and diffuse new approaches such as method engineering successfully and effectively. In this paper, we demonstrate and discuss some important aspects of the IT organizational process to adopt and diffuse a method engineering approach such as the organizational readiness and the impact of executive commitment on the outcome of the method engineering exercise. We also draw conclusions for practitioners looking to achieve âsuccessesâ from the process.	en_US
dc.publisher	Polytechnic University of Valencia, Spain	en_US
dc.relation.ispartof	Online Proceedings of the European and Mediterranean Conference on Information Systems (EMCIS) 2007	en_US
dc.relation.ispartof	European, Mediterranean and Middle Eastern Conference on Information Systems	en_US
dc.title	Radar: A Model For It Organizational Change Four Australian Case Studies On The Adoption And Diffusion Of Method Engineering	en_US
dc.type	Conference Proceeding
utslib.location	Valencia, Spain	en_US
utslib.location.activity	Valencia, Spain	en_US
utslib.for	0806 Information Systems	en_US
dc.location.activity	Valencia, Spain	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Software
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.place-of-publication	Valencia, Spain	en_US
pubs.start-date	2007-07-24	en_US

Abstract:

While there has been significant discussion of the techniques of method engineering, the current literature gives little attention to the adoption and diffusion process, firstly, how the organizations get ready for the adoption process then how they shift their behaviours from prior approaches to their new ones. Utilising four Australian Case Studies, we investigate some factors contributing to the success or failure of a method engineering implementation and discuss a transition model (RADaR) that was designed and constructed to assist IT organizations to adopt and diffuse new approaches such as method engineering successfully and effectively. In this paper, we demonstrate and discuss some important aspects of the IT organizational process to adopt and diffuse a method engineering approach such as the organizational readiness and the impact of executive commitment on the outcome of the method engineering exercise. We also draw conclusions for practitioners looking to achieve âsuccessesâ from the process.

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http://hdl.handle.net/10453/7073