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User-Centred Systems Design as Organizational Change: A Longitudinal Action Research Project to Improve Usability and the Computerized Work Environment in a Public Authority

User-Centred Systems Design as Organizational Change: A Longitudinal Action Research Project to Improve Usability and the Computerized Work Environment in a Public Authority

Jan Gulliksen, Åsa Cajander, Bengt Sandblad, Elina Eriksson, Iordanis Kavathatzopoulos
Copyright: © 2009 |Volume: 5 |Issue: 3 |Pages: 41
ISSN: 1548-3908|EISSN: 1548-3916|ISSN: 1548-3908|EISBN13: 9781616920494|EISSN: 1548-3916|DOI: 10.4018/jthi.2009070102
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MLA

Gulliksen, Jan, et al. "User-Centred Systems Design as Organizational Change: A Longitudinal Action Research Project to Improve Usability and the Computerized Work Environment in a Public Authority." IJTHI vol.5, no.3 2009: pp.13-53. http://doi.org/10.4018/jthi.2009070102

APA

Gulliksen, J., Cajander, Å., Sandblad, B., Eriksson, E., & Kavathatzopoulos, I. (2009). User-Centred Systems Design as Organizational Change: A Longitudinal Action Research Project to Improve Usability and the Computerized Work Environment in a Public Authority. International Journal of Technology and Human Interaction (IJTHI), 5(3), 13-53. http://doi.org/10.4018/jthi.2009070102

Chicago

Gulliksen, Jan, et al. "User-Centred Systems Design as Organizational Change: A Longitudinal Action Research Project to Improve Usability and the Computerized Work Environment in a Public Authority," International Journal of Technology and Human Interaction (IJTHI) 5, no.3: 13-53. http://doi.org/10.4018/jthi.2009070102

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Abstract

This paper presents a longitudinal case study in which six Human-Computer Interaction (HCI) researchers worked extensively in an action research cooperation with a public authority over a period of four years. The purpose of the cooperation was to increase the focus on usability in the authority, and the main research question was how user centered systems design and increased awareness on work environment in relation to computer usage could promote organizational change in a public authority. The overarching research approach in this project has been action research and the data used in this paper is derived from an evaluation performed at the end of the project, as well as through our experiences from working with the project. The results involve aspects relating to organizational issues, management support, strategic documents and end-user participation. Moreover the results include methodological support for bringing users and developers closer together and individual and organizational attitudes to development. The purpose of this paper is to make some general conclusions on how to bring about change when approaching a large public authority with the purpose of introducing usability and user centered systems design.

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