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Electronic Commerce and Strategic Change Within Organizations: Lessons from Two Cases

Electronic Commerce and Strategic Change Within Organizations: Lessons from Two Cases

Robert D. Galliers, Sue Newell
Copyright: © 2001 |Volume: 9 |Issue: 3 |Pages: 8
ISSN: 1062-7375|EISSN: 1533-7995|ISSN: 1062-7375|EISBN13: 9781615201457|EISSN: 1533-7995|DOI: 10.4018/jgim.2001070102
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MLA

Galliers, Robert D., and Sue Newell. "Electronic Commerce and Strategic Change Within Organizations: Lessons from Two Cases." JGIM vol.9, no.3 2001: pp.15-22. http://doi.org/10.4018/jgim.2001070102

APA

Galliers, R. D. & Newell, S. (2001). Electronic Commerce and Strategic Change Within Organizations: Lessons from Two Cases. Journal of Global Information Management (JGIM), 9(3), 15-22. http://doi.org/10.4018/jgim.2001070102

Chicago

Galliers, Robert D., and Sue Newell. "Electronic Commerce and Strategic Change Within Organizations: Lessons from Two Cases," Journal of Global Information Management (JGIM) 9, no.3: 15-22. http://doi.org/10.4018/jgim.2001070102

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Abstract

This article reviews and contrasts the experiences of two major companies in attempting significant change projects incorporating information and communication technologies. It does so by utilizing and critiquing the MIT "Management in the 1990s" model and by reflecting on socio-technical approaches to organizational change. It makes the point that while much of current attention is on electronic commerce as it pertains to industry transformation and inter-organizational relations, it is nonetheless a phenomenon that can impact complex internal relations and communication in addition. Additionally, conclusions are drawn with respect to the process of change and the need for further longitudinal studies when researching change projects of this kind.

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