The socio‐cybernetic paradox of the networked firm

Abstract

Illustrates the socio‐cybernetic basis and the contradictions inherent in the use of total quality management methodologies to support computer‐based information system implementation and usage. A resonant theme within information system theory and practice in the 1990s has been the desire to identify the key features of the “virtual” or the “networked” organization. Many descriptions centre on ideas of how to rebuild the firm, create a new configuration which removes lengthy managerial hierarchies and develop an organization characterized by a narrow, computer‐supported managerial structure and multiple horizontal linkages both within the organization and with its customers. Describes the attempt of a service‐sector organization to implement such a programme of change. This involved both the introduction of new information technology and a programme for organizational restructuring which was designed to establish an organizational vision and culture of customer service and create new market relations within the organization.

Citation

Wilson, F. (1996), "The socio‐cybernetic paradox of the networked firm", Information Technology & People, Vol. 9 No. 2, pp. 3-23. https://doi.org/10.1108/09593849610121570