Impact of Information Technology on Organizational Behavior - Literature review Example

IMPACT OF INFORMATION TECHNOLOGY ON ORGANIZATIONAL BEHAVIOR by Student’s Name       Code+ Course Name Professor’s Name University Name City Date Introduction Organizational behavior refers to the way the human factor variable interacts with the formal organization. It also refers to an academic field that aims to describe and understand human behavior within an organization. French (2011, p.7) defines organizational behavior as the study of individuals and groups in an organization. There is a difference in how people behave when at work and when in a different social setting. Various factors influence the behavior of people within an organization. These factors include the organizational structure, the policies employed by an organization, organizational culture as well as the technology employed by an organization. Technology has a significant impact on various aspects of the organization which in turn affects how different groups and individuals within the organization behave. This paper utilizes the actor-network theory to analyze how information technology impacts organizational behavior. The main focus is on how social networks, made possible through the development of information technology, affect organization behavior. The actor-network theory and organizational behavior The Actor-Network Theory (ANT) is a conceptual framework used by scholars to explore the collective socio-technical processes. Emerging from the works of Michael Callon, Bruno Latour and John Law in the mid-1980’s, the theory argues that there is no any essential difference between the work of science and other social activities (Czarniawska-Joerges & Hernes 2005, p. 23). It proposes that there is no difference between knowledge artifacts. As such, science and technology are just but one thing. The theory has been applied in studying unfolding controversies as well as innovations. This means that the theory can be applied in studying a variety of socio-technical phenomena, including the impact of information technology on organizational behavior. The theory was developed with the main aim of explaining how objects, people as well as ideas work in tandem to create structured entities. Under the ANT, the objects, people and ideas are what constitute the actors, and the structured entities from the network (Robichaud and Cooren 2013, p. 12). The Actor-Network Theory links the terms actor and network with the main aim of overcoming the difference between structure and agency as proposed by many sociology theorists. The ANT network is considered to be a heterogeneous combination of literary, theoretical, social, and specialized actors. The "volitional actor" with the theory, referred to as anactant, is any specialists, aggregate or person that can relate or disassociate with different operators (Czarniawska-Joerges and Hernes, 2005, p. 24). Actants go into networked affiliations, which then characterize, name and furnish them with substance, activity, goal and subjectivity. As such, actants are considered foundationally vague, with none from the earlier substance or pith, and it is by means of the networks in which they relate that actants determine their tendency. Besides, actants themselves create as networks. Scientifically, ANT is occupied with the routes in which networks overcome resistance and fortify inside, picking up intelligence and consistency and how they sort out and change over network components (Robichaud and Cooren 2013, p. 24). The theory is additionally concerned with how the network components keep actors from taking after their particular proclivity; how they enroll others to put resources into or take after the system; how they present qualities and inspirations to actors; how they turn out to be progressively transportable and "valuable;" and how they turn out to be practically vital (Tatnall 2011, p.20). An actor, in ANT wording, is not limited to people; the main criteria provided to be classified as an actor is that it must curve space around, and make different components subordinate to itself and make an interpretation of the components’ will into its very own dialect. An actor, accordingly, must have the capacity to interpret others' will through its particular material structure and properties. An actor is in this manner measured and broke down as far as how solid an affiliation it can make with those elements that it is interfacing with – and it is the following of these affiliations that is the major precept of ANT (Tatnall 2011, p.24). The resonating ANT trademark is that "you need to take after the actors themselves", as every actor is sure to leave hints of extremely exceptional relations, and taking after the actor is the main way that these relations can be watched. On the off chance that an actor does not change anything, then there is nothing to be followed; thus, is not an actor by any means (Czarniawska-Joerges and Hernes 2005, p. 39). As mentioned earlier, networks are created by actors. Actors are able to achieve this fate by assuming defined roles, adapting resources, forming relationships that are interdependent as well as repeating behaviors, most of which are predetermined, to solve problems. Failure of the actors to engage in their respective roles would lead to failure of the whole network. For human actors, a network is conceived by first identifying the main problem that the network seeks to solve (Robichaud and Cooren 2013, p. 46). This is commonly known as the problemization process during which actors are also assigned their specific roles. This is then followed by interessement during which the different actors negotiate the terms of the roles they have been assigned. After accepting the terms, the actors are enrolled into the network after which they bring together their resources in a bid to support the network (Communicationstudies, 2015) As opposed to other sociological perspectives, ANT capacities on the principle that researchers ought to see all actors within the same hypothetical system, irrespective their status, and that all assumptions about the actor’s or network’s nature ought to be relinquished before the study. As such, ANT requires all out the absence of prejudice while portraying actors and networks. The wording utilized must be reliably connected to each actor, and conclusions must be founded on what is really watched, not on the researcher's presuppositions (Tatnall 2011, p.24). Indeed, even an actor's non-network reason or conduct is avoided from the system. This permits networks to be portrayed precisely, in solid terms, considering the greater part of their different components. In light of its solid sociological ramifications, Actor-Network Theory has been utilized as a part of humanism to inspect how people sort out through connection. ANT does not endeavor to clarify why networks are shaped, but rather how networks become more grounded and balance out; pull in, select and propel actors; sort out actors and assets; and keep up actor dedication. Hence, ANT is a helpful device in analyzing and assessing human conduct, object utility as well as the adaptation of resources (Robichaud and Cooren 2013, p. 42). Relating the Actor-Network Theory to an organization and organization behavior, we can argue that an organization is a network made of many actors including the human resource, capital assets such as building, tools and machinery as well as technology. Many scholars have suggested that organizations are open systems that are constantly interacting with both the internal and external environment (Czarniawska-Joerges and Hernes 2005, p. 45). The relationship between the different actors in the internal and external environment determines the overall success of the organization. Reddy (2004, p.4) is of the view that there is an interdependent relationship between the human factor variables and the formal organization. He points out that the main elements of the formal organization include structure, processes and technology. The human variables play a significant role in shaping these elements and are also made up of three main elements, namely psychological processes, biological-physiological structure and personality. Organizational behavior emerges as a result of the interaction between the different organization and human variables. The behavior of an organization is shaped by various factors. Therefore, organizational behavior can be said to be a network, shaped by various actors including technology, the culture of the organization as well as the policies adopted by the organization. An actor has to interact with numerous entities within the network and has to make other elements depend upon it. With an organization, technology interacts with numerous elements upon which it has a direct impact. The type and level of technology an organization employ does not only impact its profitability, but it also affects other aspects of the organization, including the policies, level of expertise and skills required as well as the productivity levels of the organization’s human resources (Tatnall 2011, p.24). Information technology and organizational behavior Many scholars have highlighted the important role that technological innovation plays in individual business success as well as economic growth (Patel&Jasani, 2010; Surrel, 2010). Businesses have adopted various technologies, most of which have been made possible by Science and Technology studies. One such technology that has proved to be very important for businesses today is information technology. Nearly all businesses around the globe utilize information technology and related tools in their daily business operations (Hopkins 2012, p. 132). Information technology can thus be said to be an important factor in the contemporary business environment. Businesses are adopting information technologies at a very fast pace than in the past decades. The fast pace of information technology utilization is due to the reducing costs involved in adapting the various technologies and systems. The use of information technology by organizations has also evolved, with more organizations moving towards utilization of information systems that have proved to be revolutionary. These systems have brought about significant changes in the different aspects of the organization, including how people within the organization behave (Surrel, 2010). As a result of continued utilization of information technologies, significant changes have taken place in the organizational landscape. Apart from influencing the strategic direction of the organization, information technology has created opportunities as well as threats that organization leaders have to address. Some of the areas that information technology has had a significant impact include organizational culture, management processes, business strategy, the nature of work as well as organizational structures (Wavecrest, 2006). With regard to business strategy, the utilization of information technology has made it possible for organizations to come up with new products as well as service. Businesses are increasingly looking for ways through which they can utilize the opportunities presented by information technology to improve their products as well as service delivery. Information technology has also had a direct impact on the organizational culture by influencing the way information flows within and without the organization. The ease with which information flows within the organization and between the organization and the external environment has led to the many organizations adopting cultures that are more innovative and open (Hopkins 2012, p. 133). In terms of organizational structures, the use of information technology allows organizations to utilize a greater variety of structures. The utilization of virtual teams has been made possible through developments in information technology. Such structures are not only fluid, but they are also flexible. The use of information technologies has also led to the streamlining of management processes. Information flow from the top to the bottom of the organization and from the bottom to the top has been made much easier. Additionally, information technology now allows for organizational information to be accessed from multiple sources. As such, the leaders of an organization can make decisions much faster and more effectively (Pradiptarini 2011, p.13). Lower expense of getting to the information put away in databases and of imparting information among operators can be relied upon to have an altogether different effect on the organization. Less expensive information access has an engaging impact, permitting operators to handle a greater amount of the issues they confront in a self-governing manner, less expensive correspondence innovation, which encourages specialization since operators can without much of a stretch depend on others to tackle errands outside their quick region of aptitude, they, at last, perform a more restricted assortment of undertakings (Pradiptarini 2011, p.7). This distinction matters for the organization, as well as for the labor market and productivity. The use of information technology systems has also led to significant changes in the nature of work and the workplace. The use of computers among different professionals has become an important activity. Most tasks within an organization now depend on the use of computers in one way or another. For professionals to be effective in their roles, they now need to be skilled and knowledgeable in using IT in addition to the traditional skills such as thinking, organizing and communicating. The knowledge of IT is crucial for any professional worker since it facilitates faster access to information, better researching and communication of ideas as well as an easier way of connecting with other experts and clients (Hopkins 2012, p. 132). The use of IT has also led to the transformation of the workplace. It has led to reduced effect of distance within the organization, making it possible for people to work for an organization even when they are miles away from the business’s location. Employees can now work effectively even in the comfort of their homes and organizations can now disperse work teams at a lower travel and relocation costs (Pradiptarini 2011, p.4). Social networks and organization behavior Increased internet coverage and internet speed, coupled with the reduced costs to access the internet have led to the widespread utilization of the internet as a communication and information sharing tool. Numerous social networks that aim to connect people around the globe have emerged as a result. The emergence of social networks such as YouTube, Facebook and Twitter has had a significant impact on organizational behavior. Many companies now utilize the different social media sites to market their products, communicate with customers as well as learn about their competitors. Apart from that, the growing popularity of social media has led to a significant drop in the content creation costs as well as the costs associated with the distribution of the content and discovery of new information. Most organizations are now able to create a unique online presence at a cheaper cost. It is important to note that the widespread utilization of the internet has made it necessary for businesses to create an online presence. Such a presence is not only important for marketing purposes, but it also allows direct communication between the organization and its customers. Many scholars have investigated the impact that the use of social media has affected the operations within the organization as well as the behavior of employees within the organization. Pradiptarini (2011, p. 2) is of the view that over the past few decades, companies have increased the use of social media as part of their marketing strategy. Even with the increased popularity of social media as a marketing tool, findings on how the use of social media affects returns on investment, employee effectiveness and target population differ among the many studies conducted. De Vries et al. (2012, p.83) are of the opinion that social networks can be used by organizations as a tool to enhance the relationship between the business and its customers. Apart from that, they opine that an organization can utilize social networks to enhance its image and improve its brand name. The information found within an organization is quite different from that available outside the organization. Generally, the internal information environment for most organizations changes at a slower rate compared to the external information environment. An organization can only acquire information from the external environment by interacting with its customers and by sending out its employees to collect the necessary information. The use of social media has made this process much easier. Organizations can now conduct market research much faster and at a lower cost using the social media compared to traditional channels of market research. The increased utilization of social media has also led to increased speed with which information travels from the organization to customers and from the customers to the organization. It has become quite difficult for the organization to control information flow from it. Any complaints raised by customers through the social media travels very fast. To avoid such an event, most organizations have been forced to ensure that they respond to customer issues as fast as possible. How the employees respond to customer complaints and how the organization reacts to these issues is now considered a reflection of how the organization functions and operates. Numerous studies have been conducted on how the use of social media affects employee productivity. Some researchers are of the view that the use of social networks by organizations and by employees within organizations leads to time wastage (Shepherd, 2011; Wavecrest, 2006) while others are of the view that the use of social networks leads to increased productivity among employees (Patel & Jasani, 2010). As the number of businesses that utilize social networks grow, so does the number of employees who use such networks. Employees use social networks to communicate directly with customers, to showcase their expertise and to enhance relationships with key business partners (Surrel, 2010). Enterprise social networks have emerged as an important channel through which individuals with different skills and knowledge can interact and share ideas as well as solve problems. Most organizations have realized the benefits of enterprise social network as a source of new business ideas. Various studies report varying effects that the use of social media has on employees. According to Nucleus Research (2009), using Facebook at the workplace results in a 1.5% loss in employee productivity. However, Leidner et al. (2010) report that allowing employees to use social media in the workplace is an effective incentive for retention. According to Leidner et al. (2010), the use of social media allows employees to connect with friends, relatives and other employees and thus serves as a tool through which employees can relieve the pressures that arise from working. Conclusion Organizational behavior refers to the way the human factor variable interacts with the formal organization. Organizational behavior is affected by numerous factors, including technology. This paper utilized the action-network theory to discuss how information technology, particularly social networks, impact organizational behavior. The faster pace at which technology is developing, especially information technology, has led to the widespread utilization of social networks by businesses. Within the action-network theory, social networks together with employees, customers and suppliers are the actors while the organization and the behavior of different actors are the network References List Communicationstudies, (2011). Actor-Network Theory (ANT). [online] Communication Studies. Available at: http://www.communicationstudies.com/communication-theories/actor-network-theory-ant [Accessed 10 Dec. 2015]. Czarniawska-Joerges, B. and Hernes, T. (2005). Actor-network theory and organizing. Malmö: Liber. deVries, L., Gensler, S. and Leeflang, P. (2012). Popularity of Brand Posts on Brand Fan Pages: An Investigation of the Effects of Social Media Marketing. Journal of Interactive Marketing, 26(2), pp.83-91. French, R. (2011). Organizational behaviour. Hoboken, N.J.: Wiley. Gurbaxani, V. and Whang, S. (1991).The impact of information systems on organizations and markets. Communications of the ACM, 34(1), pp.59-73. Hopkins, J. (2012). Can Facebook be an effective mechanism for generating growth and value in small businesses? Journal of Systems and Information Technology, 14(2), pp.131-141. Jothi, P., Neelamalar, M. and Prasad, R. (2011). Analysis of social networking sites: A study on effective communication strategy in developing brand communication. Journal of Media and Communication Studies, 3(7), pp.234-242. Leidner, D., Koch, H., & Gonzalez, E. (2010). Assimilating generation Y IT new hires into USAA’s workforce: The role of an enterprise 2.0 system. MIS Quarterly Executive, 9(4), 229-242. Nucleus. (2009). Facebook: Measuring the cost to business of social notworking. Boston, MA: Nucleus Research, Inc. Patel, N., &Jasani, H. (2010). Social media security policies: Guidlines for organizations. Issues in Information Systems, XI(1), 628-634. Pradiptarini, C. (2011). Social Media Marketing: Measuring Its Effectiveness and Identifying the Target Market. UW-L Journal of Undergraduate Research XIV, 12(2), pp.1-10. Reddy, R. (2004). Organisational behaviour. New Delhi: A.P.H. Publishing Corporation. Robichaud, D. and Cooren, F. (2013). Organization and organizing. New York, NY: Routledge. Sarrel, M. (2010). Stay Safe, Productive on Social Networks. [online] Eweek.com. Available at: http://www.eweek.com/c/a/Security/Stay-Safe-Productive-on-Social-Networks-494366 [Accessed 10 Dec. 2015]. Shepherd, C. (2011).Does social media have a place in workplace learning? Strategic Direction, 27(2), 3-4. Tatnall, A. (2011). Actor-network theory and technology innovation. Hershey, PA: Information Science Reference. Wavecrest (2006).Social networking or social not-working. Melbourne, FL: Wavecrest Computing. Read More