Friends, This is probably: Orlikowski, Wanda J. 1993. Learning from Notes: Organizational Issues in Groupware Installation. The Information Society vol. 9, no. 237-50. Abstract: This paper explores the introduction of a groupware technology -- Lotus Corporation's Notes(R) -- into one office of a large organization and attempts to understand the changes in work practices and social interaction facilitated by the technology. The results reveal that a number of organizational elements, such as mental models (which affect how people understand and appropriate groupware) and structural properties (reward systems and workplace norms), significantly influence how groupware technology will be interpreted in terms of more familiar personal and stand-alone technologies such as spreadsheets. Further, in competitive and individualistic organizational cultures -- where there are few incentives or norms for cooperating or sharing expertise -- groupware on its own is unlikely to engender collaboration. Such products will be interpreted as being countercultural, and to the extent they are used, they will promote individual, not group aims. Recognizing the significant influences of these organizational elements appears to be critical to both researchers and practitioners of groupware technologies. Aldon Hynes wrote:
I seem to recall speaking with some people in AoIR about issues that Price Waterhouse experienced with their adoption of Lotus Notes. The issue involved corporate or cultural barriers within Price Waterhouse that provided a disincentive for partners to share their knowledge.
If this rings a bell and anyone has any reference they could pass on, I would greatly appreciate it. More generally, references to any research on cultural inhibitors to the adoption of collaborative software within corporations would be appreciated.
Aldon
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