This thesis is about designing information technology to support communicative work. The thesis has a theoretical focus, informed by two empirical studies, but the aim is not to formulate a grand theory, but rather to find new concepts and patterns of thought useful for design. It is based on five papers dealing with the phenomena work, organization, communication and design of information technology. Departure is taken in the view that the role of language is central in the postmodern arena, both as work (i.e. work is communication) and in constituting organizations. While there is research based on this assumption, there is still a great need to find new concepts and new metaphors when designing information technology to support communication and communicative work. The thesis examines, criticizes and elaborates communication models such as speech act theory, conversation analysis and genre theory as a foundation for design In doing this, there is a number of classical issues in industrial work design applicable to communicative work as well, e.g. deskilling versus learning, rule following versus empowerment, local or global control, routinization versus flexibility, workplace democracy, participation in design, etc. These classical questions of work organization and potential effects of information technology on individuals, and organizations are addressed as well.

Cultural differences are often used as explanations of organizational problems following mergers. This paper argues that this literature is to a large extent based on a realist epistemology where too little emphasis has been placed on the constructive processes. To partially bridge this gap, this study adopts a sensemaking approach to studying the (re)construction of cultural conceptions in the merger context. The study is based on extensive ethnographic material from eight cases of Finnish-Swedish mergers and acquisitions. The analysis of this material leads to a specification of three concurrent cultural sensemaking processes through which the top decision makers involved in the post-merger integration processes make sense of and enact cultural conceptions. First, this cultural sensemaking involves a search for rational understanding of cultural characteristics and differences. Second, cultural sensemaking also includes more or less suppressed emotional identification with either of the merging sides. Third, cultural sensemaking also involves purposeful manipulation of the cultural conceptions for more or less legitimate purposes. Based on this distinction, this study leads to specific propositions concerning how cultural conceptions are formed in post-merger organizations.

‘I don’t know what I’m doing. How about you?’: Discourse and identity in practitioners dealing with the survivors of childhood sexual abuse.

Abstract not found

Change projects put a high demand on people’s ability to change mindset. It requires motivation and commitment to take on another perspective than the existing one. Common methods like BPR, and TQM, tend to fail in motivating and engaging people sufficiently to reach the goals. In this paper we outline an alternative method for driving change management. We propose the use of myths, tales, and stories as triggers in change projects in order to create a creative and dynamic atmosphere in which change can be achieved. Even though there is by now a rather substantial literature on narratives in organization theory, very little research has focused on narrative as a vehicle for change and organizational development. Myths are interesting because they serve as a tool for formulating and recapturing a worldview; they integrate people into organizational culture and they can guide people in their individual psychological development.

Abstract: Change projects put a high demand on people’s ability to change mindset. It requires motivation and commitment to take on another perspective than the existing one. Common methods like BPR, and TQM, tend to fail in motivating and engaging people sufficiently to reach the goals. In this paper we outline an alternative method for driving change management. We propose the use of myths, tales, and stories as triggers in change projects in order to create a creative and dynamic atmosphere in which change can be achieved. Even though there is by now a rather substantial literature on narratives in organization theory, very little research has focused on narrative as a vehicle for change and organizational development. Myths are interesting because they serve as a tool for formulating and recapturing a worldview; they integrate people into organizational culture and they can guide people in their individual psychological development.

Abstract. Researchers are required to make methodological choices about the underlying nature of phenomena being investigated, which appropriate research methods to use and how to present valid evidence. Information systems (IS) is a discipline originally rooted in a single overarching perspective, the positivist/realist domain, but critics of such a narrow view have encouraged a move towards more interpretive approaches in order to understand human thought and action in social and organisational contexts. Addressing this gap, we demonstrate, using examples from case study and ethnographic research on human resourcing information systems (HRIS), how four analytical „tools ‟ (contextual narrative, personal narrative, template analysis and evaluation) can be used to interpret respondents‟ accounts. It is found that narratives can provide a meaningful description of events and experiences through time and go some way to encourage an informed consideration of alternative approaches to the positivist research dominating the IS domain. Critical reflections of narrative analysis are also provided in the paper.