This paper explores the dynamic nature of information technology (IT)-enabled strategic change by using empirical evidence from a variety of organizational contexts. The pilot research described here uses the MIT 1990s framework (Scott-Morton, 1991) as the underpinning theory to challenge the dominant approach to the management of strategic change. The preliminary findings provide new insights into how strategic change is pursued and offer a new perspective from which the propositions suggested by Scott-Morton (1991) and Yetton et al. (1994) can be reformulated. Four change patterns (archetypes) are identified that describe planned or emergent modes of change, driven by different change elements under various circumstances. These findings lead to a redesign of the M/T 1990s framework and suggest new ways of understanding how strategic change can be sustained. Further research is required to explore the link between the archetypes identified and the various methods of change.
Information Systems Journal, Volume 8, Issue 1, pages 21–52