 Downplaying Model Power in IT Project WorkHenrik Buhl and
Anne Richter
Economic and Industrial Democracy, 2004, vol. 25, issue 2, 247-275 Abstract: Executives and information technology (IT) specialists often manage IT projects in project teams. Integrative IT systems provide opportunities to manage and restructure work functions, but the process of change often causes serious problems in implementation and diffusion. A central issue in the research presented in this article, conducted in a Danish manufacturing company, is how an IT system could be con.gured to support shop.oor teamwork and enhance the quality of work. The approach is based on participatory design and the concept of ‘model power’. This concept facilitates an understanding of power of speci.c actors, during participation in IT project development. Model power may be an obstacle to different interests and perspectives being taken into consideration. The case study presented illustrates the point that it is possible to counterbalance model power and, thus, it has been possible to put issues such as team functions and quality of work on the agenda. Simultaneously, participation competencies seem to have been enhanced. Keywords: IT; model power; participatory design; project work; teamwork; work organization (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:sae:ecoind:v:25:y:2004:i:2:p:247-275 Access Statistics for this article More articles in Economic and Industrial Democracy from Department of Economic History, Uppsala University, Sweden |
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