Excerpt from Assimilating Case Tools in Organizations: An Empirical Study of the Process and Context of Case Tools, October 1989 The aim of the study reported in this paper was to systematically examine the deployment of case (computer Aided Software Engineering) tools in Information Systems (is) divisions of organizations. While much has been written about case tools, there appears to be little empirical evidence to support the extravagant claims being made for these systems development aids. The few studies that have ...
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Excerpt from Assimilating Case Tools in Organizations: An Empirical Study of the Process and Context of Case Tools, October 1989 The aim of the study reported in this paper was to systematically examine the deployment of case (computer Aided Software Engineering) tools in Information Systems (is) divisions of organizations. While much has been written about case tools, there appears to be little empirical evidence to support the extravagant claims being made for these systems development aids. The few studies that have been undertaken of the use of case tools in organizations have typically focused on the features of the case tools, or on the performance outcomes accruing from their utilization. While these are interesting issues, we need to remember that tools are not used in a vacuum, but rather in a social context. And the interaction of a technology with its organizational context plays a significant role in shaping outcomes. Hence we propose that questions about the use of case tools need to take account of organizational dimensions, for example, how are case tools being implemented and used in organizations? What changes are being occasioned by this new technology? And how should IS organizations accommodate to and manage these changes? The purpose of our study was to increase understanding of the process by which organizations implement and assimilate case tools. We examined the case tools implementation processes of a number of different organizations, and on the basis of the field data we (i) identified the sequence of stages by which case tools are implemented and assimilated into organizations, (ii) articulated the factors that facilitate and inhibit this implementation and assimilation process, and (iii) gained some insight into the organizational consequences of case tools' deployment. This paper describes the study, and the implications for research and practice that stem from it. This paper is organized as follows. Section 2 provides the groundwork for the study by discussing case tools and the prior research that has been undertaken on them. Section 3 explains the research activities we pursued to investi gate the process of case tools implementation in eleven organizations. Section 4 describes the data analysis and results, and section 5 provides some implications and recommendations. The article is concluded in section 6 with suggestions for future research. About the Publisher Forgotten Books publishes hundreds of thousands of rare and classic books. Find more at ... This book is a reproduction of an important historical work. Forgotten Books uses state-of-the-art technology to digitally reconstruct the work, preserving the original format whilst repairing imperfections present in the aged copy. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in our edition. We do, however, repair the vast majority of imperfections successfully; any imperfections that remain are intentionally left to preserve the state of such historical works.
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