The main motivation for this work was some work published in an earlier paper on Computer Integrated Manufacturing that had indicated that the major effect of this particular technology would not be on the shop floor, but by the 'sophisticated post boys' of middle management.
Most of this work, the impact of Information Systems on managers, was done between 1990 and 1993 with Kevin Mcloughlin, Principal Lecturer in the Sociology of Work and Organizations, University of Northumbria at Newcastle, Newcastle upon Tyne. (k.mcloughlin@unn.ac.uk.).
The idea that the work of managers will be affected by the application of Information Technology was being discussed as early as 1958. Much of the discussion has focused on the future role of middle management and has been speculative and gloomy in its predictions. Typically one of two scenarios has been advanced. The first is based largely around the idea of technological determinism. Technology itself plays a key role, either leading directly to social change or acting indirectly to facilitate organizational change. The second starts from a different viewpoint arguing that people determine the effect of a technology not the other way round.
These scenarios relate to two opposing approaches to technology and social change long identifiable in the literature. They are both causal or deterministic models based on the idea of one thing "impacting" on another to cause change. Recently however attention has begun to focus on a re-conceptualization of the "impact" of technology in a way that attempts to integrate features of both models. Integrationist models portray an "impact" as a complex, interactive and ongoing process not as a simple linear outcome. Technology does not "impact" on its social environment or vice versa but, over time, each shapes the other. The principal mechanism in such models is the interactions of groups and individuals acting within the constraints of their current milieu. This approach is viewed as providing a means of conducting new empirical research on both the Information System development process and the implications of Information System use.
The primary method of data collection was in-depth, semi-structured, interviews lasting between one and a half and two hours with 65 managers from eight companies (4 in service industries and 4 in manufacturing) that had introduced integrated computer-based information systems. The precise number of interviews varied from company to company. The managers interviewed were drawn from different levels and functions within the companies. The interviews explored the views, experiences and concerns of the managers in relation to the use of information systems and their roles and responsibilities.
In addition to these interviews further interviews were held with Personnel and Information System managers to provide context and background information; short periods of observation were carried out and other documentary materials, e.g. minutes of meetings, information technology strategy plans, annual reports, organization charts and other company publications, were also studied.
| Authors |
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| C. Kimble and K. McLoughlin. | Computer Based Information Systems and Managers Work. New Technology, Work and Employment, 10(1), 1995, pp. 56 - 67. | ISSN: 0268-1072 |
DOI: 10.1111/j.1468-005X.1995.tb00005.x |
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| C. Kimble and K. McLoughlin. | Changes to the Organisation and Work of Managers following the Introduction of an Integrated Information System. Management of Information and Communication Technologies: Emerging Patterns of Control. R. Mansell, The Association for Information Management, pp 158 - 178, 1994. | ISBN: 0851423124 |
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| C. Kimble and K. McLoughlin. | Changes to the Organisation and Work of Managers: An Exploration of the Links between Information Systems and Organisational Change. Presented at: The ESRC Programme for Information and Communication Technologies (PICT) Annual Conference, Kenilworth UK, May 1993. | - | - | Citations |
| C. Kimble and K. McLoughlin. | The Impact of Integrated Information Systems on Management Skills and Responsibilities in the Northern Region (Report for Northern IT Research Ltd), 1993. | ISBN: |
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| C. Kimble and K. McLoughlin. | Changes to the Organisation and Work of Managers following the Introduction of an Integrated Information System (University of York Technical Report Series, YCS 200), Department of Computer Science, York, UK, 1993. | ISBN: |
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| C. Kimble and K. McLoughlin. | What will be the Impact of Integrated Information and Control Systems on Managers? (University of Newcastle upon Tyne Discussion Paper Series, 92 -1), School of Business Management, Newcastle upon Tyne, UK, 1992a. | ISBN: |
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| C. Kimble and K. McLoughlin. | The Impact of Integrated Computer Based Information Systems on the Roles and Skills of Managers: Some Evidence from Case Studies (University of Newcastle upon Tyne Discussion Paper Series, 92 -16), School of Business Management, Newcastle upon Tyne, UK, 1992b. | ISBN: |
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| C. Kimble and K. McLoughlin. | A Preliminary Analysis of Case Studies of the Impact of Integrated Information Systems on Managers in the North East of England. Ergonomics of Advanced Manufacturing Systems III. P. Brödner and W. Karwowski, Elsevier Science Publications, pp 61 - 67, 1992c. | ISBN: 0444895205 |
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| C. Kimble and K. McLoughlin. | Integrated Systems and Skills: The Impact on Middle Management. Ergonomics of Advanced Manufacturing Systems II. M. Rahimi and W. Karwowski, Elsevier Science Publications, pp 157-164, 1990. | ISBN: 0444887938 |
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Some of the interviews from this work have been edited and made anonymous in order to use them as case study exercises for undergraduate Management and Information Systems courses. These case studies are primarily intended for students who are studying the MIS course at the University of York. You are welcome to use the case studies for your own teaching or research, but if you do, please contact me first - case.study@chris-kimble.com.