Organizational transformation involving ICT is a widely explored phenomenon in the field of information systems. There are in general three dominant views in the research area: 1) technological determinism, 2) social determinism, and 3) the ensemble view. Technology determinism assumes technology as an autonomous tool that can change social structures (Leavitt and Whisler, 1958; Smith and Marx, 1994).
Social determinism assumes social groups assign specific meanings to technology (Bijker et al., 1987;
Jackson et al., 2002). The ensemble view combines both and argues ICTs have the potential to change social and organizational arrangements, but at the same time these structures influence the design, implementation and use of ICTs (Orlikowski and Iacono, 2001).
As the literature review has shown above, the effects of social media adoption on government transformation are not always straightforward. Rather, they are at times shaped by the organizational and institutional arrangements at play. Thus, in this dissertation, I follow the ensemble view (Orlikowski and Iacono, 2001), which focuses on the dynamic interaction between social arrangements and ICT. Scholars have developed different approaches (e.g., structuration theory, socio-technical system theory, and institutional theory) (Gil-Garcia, 2012) to account for the complex relationship between technologies and social and organizational arrangements, among which I adopt an institutional approach (Greenwood et al.,
norms in the field. These relatively widely diffused, taken-for-granted, practices, rules, and norms are institutions. I choose the institutional approach, as it offers an opportunity to examine the role of macro social forces in understanding the impacts of technology (Barley, 1990), and as it has the potential to identify the macro social arrangements and their co-alignment with organizational structure and technological systems (Battilana et al., 2009).
Following the institutional tradition, I draw on the technology enactment framework (Cordella and Iannacci, 2010; Fountain, 2001; Gil-Garcia, 2012; Luna-Reyes and Gil-Garcia, 2014) as the basis of the theoretical framework of my dissertation. Technology enactment framework was first developed by Fountain (2001, p. 88) to understand how “the embeddedness of government actors in cognitive, cultural, social, and institutional structures influences the design, perceptions, and uses of the Internet and related [information technology]”. The framework recognizes the complex relations between information technology and social arrangements, including organizational form and institutional arrangements. The framework has gained wide recognition in the field of information systems (Chan et al., 2011; Cordella and Iannacci, 2010) and the research area of e-government (Gil-Garcia, 2012; Luna-Reyes and Gil-Garcia, 2011, 2014) for its analytical power of the complex relations between information technology and social arrangements in public sector organizations.
From Fountain (2001)’s perspective of the technology enactment framework, there are three key elements in understanding organizational transformation and ICT: technology, organization and institution. To understand technology, Fountain’s framework is built on an analytical distinction between “objective technology” and “enacted technology”. “Objective technology” refers to the capacity and functionality of technology regardless of how people use it. In contrast, “enacted technology” refers to the way in which users perceive and react to objective technology, emphasizing the influence of institutional and organizational arrangements on the selection, design, implementation and use of information technologies in government agencies.
Nevertheless, Cordella and Iannacci (2010)’s study on the choice and design of new technologies in the context of e-government reforms have showed what Fountain would call the “objective technologies” have been shaped over time to accommodate different interests that underpin the e-government reform. Similar to the research setting of Cordella and Iannacci’s study, the adoption of social media in e-government collaboration is also subject to the divergent interests of different stakeholders. Although the social media in use is not necessarily designed by the stakeholders of e-government collaboration, the open nature of social media platforms (e.g., WeChat) allows for the regrouping and reconfiguration of the features, thus providing opportunities to accommodate different logics among the stakeholders.
In this sense, I subject to the view that technology enactment is not only shaped by pre-existing institutional and organizational arrangements as argued by Fountain (2001). Different organizational and institutional influences are also embedded in the configurations of the features. Thus, I do not separate “objective
Moreover, in Fountain (2001)’s technology enactment framework, organizational form broadly refers to the structural characteristics of organizations. Organizational form, such as bureaucratic characteristics of the organizations that design, implement and use technology, has a direct effect on the enacted technology.
In the context of e-government collaboration, stakeholders are influenced by multiple organizational arrangements – the ones of stakeholders’ affiliated organization, as well as the emergent collective arrangement of the inter-organizational collaboration, including both governance and organizational form.
And especially considering the organizational form and governance may not be clearly separated at the inter-organizational level, in this dissertation, I use “organizational arrangements” instead of
“organizational form” to refer to the organizational element in the framework. Here the organizational arrangements consist of both governance and organizational form of inter-organizational collaboration, and the ones of stakeholders’ affiliated organization. These different organizational arrangements influence the enactment of technology, which in turn also exerts its influence on the organizational arrangements.
As mentioned above, I see institutional arrangements as widely diffused, taken-for-granted, practices, rules, and norms. Institution exerts influence by co-aligning with organizational structure and technological systems
Along this line, I adapt Fountain’s technology enactment framework to its recent conceptual developments, and the need for research the empirical phenomenon of e-government collaboration. The illustration of the adapted technology enactment framework can be found in Figure 4.
Figure 4. Adapted technology enactment framework
its neo-institutional foundation, which lacks explanatory power on how agents overcome institutional barriers (Bretschneider, 2003; Yang, 2003). Scholars have called for more nuanced discussion of institutional theory (Danziger, 2004; Gil-Garcia, 2012), especially on the balance between agent and institution, between strategic choice and institutional constraint (Yang, 2003, p. 432).
Second, the framework has been considered too abstract and general in discussing certain links (Bretschneider, 2003; Danziger, 2004). In particular, Danziger (2004) pointed out that the framework paid less attention to explaining the role of institutional arrangements in influencing organizational forms, as well as the dynamics by which IT generates impacts on organizational forms and institutional arrangements.
Third, empirically, the main arguments of the original framework (Fountain, 2001) were drawn from very limited contexts (e.g., US federal governments). Scholars have called for more attention to research of other contexts, e.g., national, regional, or local, in order for new variable to emerge (Yang, 2003; Yildiz, 2007).
Building on these critiques, in the following I operationalize the adapted technology enactment framework, which overcomes these barriers and facilitates the understanding of technology and organizational changes (i.e., governance and organizational form). I do so by drawing on different concepts in information systems, organizational science and project management, to update the understanding of the key elements in the framework and unfold the relations among these key elements.
3.1.1 Understanding Institutional Arrangements and Organizational Form
As mentioned previously, Fountain (2001)’s technology enactment framework is criticized for overemphasizing the persistence of institutions, and largely overlooking the potential of human agents’
strategic choice (Yang, 2003). Thus, in this dissertation I draw on other theoretical developments in institutional theory – institutional logics (Friedland and Alford, 1991; Skelcher and Smith, 2015; Thornton et al., 2012) - to put the agency back in the technology enactment framework. Adopting an institutional logic approach also helps to explain the role of institutional arrangements in influencing organizational form (Skelcher and Smith, 2015), which is a weaker explanatory link in Fountain’s technology enactment framework, as suggested by Danziger (2004).
The approach of institutional logics is developed within the field of institutional theory to explain the interactions between normative societal structures, organizational forms and individual behavior. The central argument here is that society is understood as an inter-institutional system that consists of theoretically distinctive normative structures, each with its own logic (Friedland and Alford, 1991). In general, scholars have described seven ideal types of institutions: family, community, religion, state, market, profession and corporation (Thornton et al., 2012). Institutional logics refer to the entirety of
“socially constructed, historical patterns of material practices, assumptions, values, beliefs and rules by which individuals [or organizations] produce and reproduce their material subsistence, organize time and
give meanings to actors, and are ideal-typically expressed through distinctive discourses and actions around legitimacy, authority, and identity (Thornton et al., 2012).
Theoretical development on institutional logics increasingly recognizes the plurality of institutional logics bearing on organizations and individuals (Dunn and Jones, 2010; Kraatz and Block, 2008; Schildt and Perkmann, 2017), and the different ways in which groups and individuals respond (Greenwood et al., 2011;
Schildt and Perkmann, 2017), providing a conceptual explanation of the actors’ agency. As these logics may be highly divergent or even in conflict, actors exercise agency as they make sense of the relationship between the institutional logics and the organizational context in which they find themselves.
Organizations are an important medium through which logics interact with the actors’ agency. While situated actors are enabled and constrained by prevailing institutional logics, they also creatively respond by adapting organizational forms in order to better fit a complex institutional environment (Kraatz and Block, 2008; Pratt and Foreman, 2000; Schildt and Perkmann, 2017). Following this line, organizational form can be understood as a series of temporary settlements that permit the co-existence of organizational principles and practices adhering to different logics (Rao and Kenney, 2008; Schildt and Perkmann, 2017).
To understand the relation between institutional arrangements and organizational form is therefore to understand the process of how one organizational settlement transitions to another in the face of changing dynamics of institutional logics, a process here I refer to as hybridization. Hybridization is defined as the process where stakeholders adjust the organizational form of project by re-configuring and integrating different structures, practices, and cognitive elements to meet the demands of different logics (Battilana et al., 2017; Battilana and Dorado, 2010; Battilana and Lee, 2014; Schildt and Perkmann, 2017; Skelcher and Smith, 2015). In turn, these temporary organizational settlements, although occasional, can also lead to an institutional hybrid organizational form, or even the creation of new institutional logics at a societal level in the long run (Schildt and Perkmann, 2017).
More specifically, hybridization consists of two interlinked approaches: selective coupling (Mair et al., 2015; Pache and Santos, 2012) and integration (Battilana and Dorado, 2010; Schildt and Perkmann, 2017).
Selective coupling refers to the adoption of selected practices from different demands of existent institutional logics, and helps the resulted organization gain legitimacy. Integration refers to the active socialization and understanding of the hybridized goals and practices in order for actors of different institutional backgrounds to establish shared ways of thinking and acting. Integration is crucial for the sustainability of the hybrid organization as it reduces the tensions caused by the differences in the stakeholders’ perception of legitimate goals and actions.
Although there are studies suggesting a link between technology, institutional change, and hybridization
Along this line, e-government collaboration can be understood as an inter-institutional system where divergent institutional logics co-exist, of which the organizational form of e-government project is an important medium for the actors to exercise their agency. Previous studies on cross-sector or public-private collaboration indicate that these collaboration projects are subject to competing logics of public good (or state) and market (Ashraf et al., 2017; Beck et al., 2015; Mars and Lounsbury, 2009). Moreover, e-government collaboration can also expose new logics that have previously not been part of institutional systems, or different dynamics between logics, as the range and interaction of stakeholders change (Beck et al., 2015). In this sense, we need to understand organizational form in the technology enactment framework as contingent settlements that are in flux rather than as a static normative category.
In addition, the approach of institutional logics also suggests a need for a richer framework to understand the complexities of technological adoption in public sector reforms, which I will elaborate as follows. In the next section, I first unfold the relationship between technology enactment and organizational arrangement, and then move on to the need for the conceptual understanding of the direct link between institutional arrangements and technology enactment.
3.1.2 Understanding Technology Enactment
From the perspective of the technology enactment framework (Fountain, 2001), the institutional arrangement exerts its influences on the technology enactment through the organizational context that situates the actors. Nevertheless, in an increasingly dynamic environment such as e-government collaboration, where individuals, groups and organizations face a constant challenge to make sense of and respond to changes in technology evolvement and the range and dynamics of stakeholders, the technology enactment framework cannot sufficiently account for the process of changes in technology enactment (Danziger, 2004).
To unfold the process of change in technology enactment, in this dissertation I draw on the literature on technological frames of references (TFR) from information systems (Davidson, 2002; Orlikowski and Gash, 1994; Young et al., 2016). TFR was first developed by Orlikowski and Gash (1994) to understand the difficulties of managing IT-enabled changes in contemporary organization that involve multiple stakeholder groups – that is, the conflicting interpretations of “how” and “why” certain technologies are introduced and used. In particular, TFR was developed to help researchers investigate “how stakeholder groups perceive information systems practices and opportunities, how these perceptions shift over time, and how stakeholders may impact or leverage them to facilitate change” (Young et al., 2016, p. 495).
Conceptually, TFR was established based on the social construction of technology (Bijker, 1997; Bijker et al., 2012) and social cognitive processes (Bartunek, 1984; Bartunek and Moch, 1987; Daft and Weick, 1984) in organizations. Following this line, TFR (Orlikowski and Gash, 1994) assumes stakeholders with similar experiences and relationships (e.g., users, managers, and designers) related to technology often
interpretations and actions related to IT. This concept of technological frames is compatible with Fountain’s (2001) view that technology enactment is affected by pre-existing cognitive, cultural, socio-structural and formal arrangements.
What’s more, Orlikowski and Gash (1994) have identified three frame domains that influenced organizational members’ understanding of technology and their appropriation of it: nature of technology, technology strategy, and technology-in-use. The first domain, nature of technology, refers to people’s images of what the technology is, including their understanding of its functionalities and capabilities. The second domain, technology strategy, refers to people’s view on why a particular technology is implemented, including their views on the vision, value, and motivation behind the decision to adopt and use the technology. The third domain, technology-in-use, refers to stakeholders’ understanding of how the technology is or will be used, including conditions and consequences with such use. In table 3, I provide an overview of the domains and contextualization of these domains in this study.
Table 3. Overview of the TFR domains and contextualization
Questions Key Domain Contextualization
Nature of Technology
What is the technology?
Functionalities and capabilities of the technology
The knowledge-sharing related functionalities and capabilities of social media
Technology Strategy
Why adopt the technology?
Motivation and vision behind the adoption and its likely value to the organization
The organizational values/visions/
motivations that drive
individuals/groups to adopt social media for knowledge sharing
Technology-in-Use
How is the
technology used to create changes on a day-to-day basis?
The actual conditions and consequences associated with the daily use of the technology
The situated use of social media for knowledge sharing and its
consequences (i.e., enabling or constraining knowledge sharing)
In addition, recent studies in organizational science and information systems have revealed richer complexities of technology enactment (Cordella and Iannacci, 2010; Gawer and Phillips, 2013; Kandathil et al., 2011; Raviola and Norbäck, 2013). These studies emphasized that technology is not only an outcome of the negotiations among organizational actors (i.e., users), it is also a carrier of the institutional logic that is inscribed into the choice and design of technology (Cordella and Iannacci, 2010; Gawer and Phillips,
While this dissertation is not directly concerned with the design process of social media, as I have argued previously, the inscription of institutional logics in technology is still a relevant link to consider to understand the relation between organizational change and social media as an open platform for reconfiguration and content creation. As the stakeholders interact on social media, the platforms of social media, together with the content the users created on the platform, have also become physical instantiation of different institutional logics, embodying a set of tacit knowledge, experience and collective memory.
So far, the role of social media as a carrier of institutional logics, in enabling changes in organizational form and institutional arrangements, is still not sufficiently understood among the information systems literature, nor among the e-government literature. Thus, in this dissertation I am also interested in unfolding the macro-institutional influences on technology enactment, and the effects of enacted technology on configuring institutional arrangements.
Along this line, to understand how social media affects the governance and organizational form of e-government collaboration, it is critical to understand how different groups of stakeholders make sense of technology in their own organizational context, as well as in relation to different institutional logics at play.
In the dissertation I have engaged with the three domains of technology frames to characterize the interpretations of different stakeholder groups about social media. I took the normative organizational category of government, university and industry as the divide for stakeholder groups. In addition, I have also investigated the role of social media as a carrier of different logics in enabling changes in organizational form and institutional arrangements.
In the following, to be able to capture the link between enacted technology and changes in governance and organizational form, I adopt the concept of frame (in) congruence from TFR to understand the link between enacted technology and governance (in section 3.2). I also adopt the concept of temporary organization to characterize the temporary changes in the organizational characteristics of e-government projects, and the concept of hybridization to understand the transition from one organizational settlement to another (in section 3.3).