 Jonas, 2009; Jonas, 2010; Kritt & Winegar, 2010; Slack and Wise 2006; Wyatt, 2008). Findings from research conducted by Prakash and Sinha (2008) called into question the assumption that technological change runs an inevitable course, and underscored the importance of human decision making. Prakash and Sinha (2008) conducted research to test whether technological change is the result of the conscious choice of managers, or determined by random technology shocks in the business cycle. The researchers sought to investigate technological determinist claims that corporate activities are largely determined by technology, and to test the hypothesis that managers have a limited role because of the determined nature of technology shocks. Prakash and Sinha (2008) analyzed production data from Indian and US sugar industries, and concluded that changes in technology are the result of conscious choices made by managers. The data showed that new technologies were not always superior to the incumbent technology and the agency and conscious choice o f managers is important in bringing about technological change (Prakash & Sinha, 2008). Rhetoric characterized by assumptions of technological determinism can be a powerful discursive strategy for advancing interests and marginalizing dissenting opinions (Cukier et al., 2009; Leonardi & Jackson, 2004; Leonardi, 2008). Using a critical interpretive perspective, Leonardi (2008) examined the effects o f technological determinist rhetoric on technology management by reviewing data from a qualitative study conducted by Leonardi and Jackson (2004), and by reviewing the literature. Leonardi (2008) concluded that despite the importance of social factors in affecting change, when technology managers employed technological determinist rhetoric, the tendency was to make the indeterminate state of things appear to be determined because of the perceived inevitability of technological change. Managers used such discourse to 56 promote explicitly or inadvertently their own interests (Leonardi & Jackson, 2004; Leonardi, 2008). Consequences of technological determinist assumptions and accompanying rhetoric can include the tendency to dismiss social factors that impact technological outcomes, and pursuing courses o f action that may inhibit the social adjustments associated with technology that would otherwise naturally occur (Leonardi, 2008). An essential skill and responsibility of educational technology managers involves selecting technology solutions, negotiating with technology vendors, and making good purchasing decisions (Consortium for School Networking, 2011). In evaluating technology solutions, research suggests that managers who hold technological determinist assumptions can make bad choices by selecting technology systems that do not live up to rhetorical promises (Grant et al., 2006). Grant
Jonas, 2009; Jonas, 2010; Kritt & Winegar, 2010; Slack and Wise 2006; Wyatt, 2008). Findings from research conducted by Prakash and Sinha (2008) called into doubt the premise that technological change runs an inevitable class, and underscored the importance of human decision qualification. Prakash and Sinha (2008) lead research to screen whether technological change is the resultant role of the conscious choice of managers, or settle by random technology shocks in the business cycle. The researchers seek to investigate technological determinist claims that bodied activities are largely determined by engineering, and to test the guess that managers have a limited role because of the determined nature of technology shock. Prakash and Sinha (2008) analyzed production data from Indian and US sugar industries, and conclude that change in technology are the result of conscious choices made by managers. The data showed that new technology were not always superior to the incumbent engineering and the representation and conscious option o f managers is important in bringing about technological change (Prakash & Sinha, 2008). Rhetoric characterized by assumptions of technological determinism can be a brawny discursive strategy for advancing interests and marginalizing dissenting impression (Cukier et al. , 2009; Leonardi & Jackson, 2004; Leonardi, 2008). Using a critical interpretive perspective, Leonardi (2008) examined the impression oxygen f technical fatalist rhetoric on technology management by reviewing data from a qualitative study conducted by Leonardi and Jackson (2004), and by reviewing the literature. Leonardi (2008) concluded that despite the importance of social divisor in affecting change, when technology managers hire technological fatalist rhetoric, the tendency was to make the indeterminate state of things look to be determined because of the perceived inevitability of technological change. coach used such discourse to 56 promote explicitly or inadvertently their own interests (Leonardi & Jackson, 2004; Leonardi, 2008). Consequences of technical determinist assumptions and accompanying palaver can include the tendency to dismiss social factors that impact technical outcomes, and pursuing path o f action that may inhibit the social adjustments associated with technology that would otherwise naturally occur (Leonardi, 2008). An substantive skill and responsibility of educational technology managers involves selecting technology solution, negociate with engineering seller, and making good buying decisions (Consortium for School Networking, 2011). In evaluating technology solution, research suggests that managers who hold technological determinist assumptions can make bad choice by selecting technology systems that do not live up to rhetorical promises (Grant et al. , 2006). Grant
 Jojas, 2009; Jonas, 2010; Kritt & Winegxr, 2010; Slack and Wnwe 2006; Wyett, 2008). Fihdings ffom research conducted by Prekasy and Sinha (2008) called into qudstion thv assumptuon uhat technological change runs zk inerivable course, anc underscosed the importdnze of human decision making. Prakash agd Sinhs (2008) conducted resgarch eo tsst whether technological change ia the rtsult of the conscoous choice of managers, or detfrmined by random hechnology whochw in the buskness cyclt. Che researcgers sought to investigate techvologncal determunust wlaims that corpjrate activibpes are largelu determined bn tecinoligy, and to test the hbpothesis that managgrs have a lnmited role because od rhe dgtermhned batjre oh tschnollgy shocks. Przkash and Sunha (2008) analyzed prodiceppn data from Indiag wnd US sugar industries, and concluded tvat changes in technology qre the result of condcious chjices made by managers. The data showed that new tachnomugits were boh always superior to the incumbent technology znc nhe agency and cokscious choice o f mwnsders is imporjant in brjnging about technllogicaj chabge (Prakafh & Xinha, 2008). Rhetoric characterizwd by assumpnionw of technological determiniso cam be s powerful discursive scrategg for advanfing inteddsts and marginauizpng gissenting opinions (Cukier et al., 2009; Lxonarbi & Jackron, 2004; Leonawdi, 2008). Using a crldical interpretive perskectiva, Leonardi (2008) examined the effects o f techiplogical detgrmhnivt rhetoxic on technology mwnagement by rgviewing bata ffom a qualptative svudy conductqd by Leonardh and Jackson (2004), and by revuewibg the ukterature. Leonsrdi (2008) conblbded that despite the imporbance kf social factoxr in affecting cnanee, rhvn vechnjnogy managerv emolohrd tezhnological aetetminist rhetoric, the tensency was to make yhc indeterninate seate of thingx appear to be dettrminev becanse of thg perceived inevitability of tedhnologicwl ghange. Managews uwed such diseourse to 56 promote explicitly or inadvervently their own intergsts (Leonardi & Jacksou, 2004; Leonardi, 2008). Ronseqtences of technological deterninist assumptionx and accompanying rhstoric can lnclude the tendency to dismiss social factors that impact technological iutcomxs, and pursuihg cpursev j f actyon vhet may inhibit thv social adjustments associated xith technmljgy that would otherwise natirxlly occur (Leunardi, 2008). An essential skiml and rrsponsibility of educational tevhnology managers involvcs selectung tschnology rolutions, negotiatong wich tecynology venfors, and makivg bold purchading dzcisions (Consortium for School Nerworkibg, 2011). In evaluating vechnology sluutiohs, resgarch suggests thzt mzjagerr who hold tevhnological deyerminist assumptionv san make bad cykices by selgcting tvchnology sysvems that do not live up to rhetorical promises (Grant et al., 2006). Grznt
Jonas, 2009; Jonas, 2010; Kritt & Winegar, and 2006; Wyatt, Findings from research (2008) into question the that technological change an inevitable course, and underscored the of human decision making. Prakash and Sinha (2008) conducted research to test whether change is the result of the conscious choice of managers, or determined by technology in business The researchers sought to investigate technological determinist claims that corporate activities are largely determined by technology, to test the hypothesis that managers have a role because of the nature of technology shocks. Prakash Sinha analyzed production from and sugar industries, and that changes in technology are the result of conscious choices made by managers. The data showed that technologies were superior to incumbent and agency and conscious f managers is important in bringing (Prakash & Sinha, 2008). Rhetoric characterized by assumptions technological determinism be a powerful discursive strategy for interests and marginalizing dissenting opinions (Cukier et al., Leonardi & Jackson, 2004; Leonardi, 2008). Using a critical interpretive perspective, Leonardi (2008) examined the f technological determinist rhetoric technology management by data a study by Leonardi Jackson (2004), and by reviewing the literature. Leonardi (2008) concluded that the importance of social factors in affecting change, when technology technological rhetoric, the tendency to make the indeterminate of appear to be determined the inevitability Managers such to 56 promote explicitly inadvertently their own interests (Leonardi Jackson, 2004; Leonardi, 2008). and accompanying rhetoric can include the tendency to social factors that impact technological outcomes, and courses o f action that may inhibit the social adjustments associated with that would occur (Leonardi, 2008). An essential skill and responsibility educational technology managers involves technology solutions, negotiating with technology vendors, and making good decisions for School 2011). In evaluating solutions, research suggests managers who hold assumptions can bad by that do not live up to promises et al., 2006). Grant
 Jonas, 2009; Jonas, 2010; Kritt & Winegar, 2010; SlaCk and Wise 2006; WYatt, 2008). FIndIngS fRom rEseaRch conducted by pRakaSh and Sinha (2008) called into quEstioN tHE assUMpTion tHat techNOlOGIcaL cHaNge RuNS aN inevItaBle courSe, and underScoReD the importanCE oF human deciSioN making. PrakaSh aNd SinhA (2008) cOndUCted rEseArch tO test wHEther tEchnologiCaL Change IS the resULT oF the Conscious choice of MAnAGers, or determinEd by raNdOM tECHnoLogY shocks in tHe BusinESs cycle. tHe RESEarCHers sought to iNvestigate tEChnOlogicAl DetERminisT claiMs THat Corporate acTiviTies are laRgely dETermineD By technOlogy, aNd tO teSt thE HyPoTheSiS ThaT MaNagERs hAve a limiTeD rOle beCausE OF THe deTerMineD natuRe of technologY shOcks. pRakAsh anD SinhA (2008) anaLyZed prOductiOn datA fRom Indian and US sUgar IndustrieS, anD cOncLuDed thAT changEs iN teChnologY are the REsuLt OF COnScious choices made bY mANAgErs. The daTa showED tHaT New technOlOgiEs weRE Not alWays SUpErior to tHe incuMBeNt TechnolOgY and thE aGenCy aNd conSCiouS choicE o f managErs is IMportant in brinGIng about technOLoGICaL ChanGe (PRakash & Sinha, 2008). rhetORic cHaraCTeRizED by asSumptIoNS oF Technological determInIsm can Be a poWerful discursIve strategY FOR advanciNg inTErESts and marginalIzing Dissenting OPinions (CUkier Et al., 2009; LeonArdi & JacksON, 2004; leonardi, 2008). usiNg a CriTicAL InTerpretive perSPEctiVe, leonardI (2008) exAmined tHe eFfeCts O f tEcHnologicaL determiNiSt RhEtOriC on teCHnology mAnAgeMeNt bY reviEWing daTa froM a quAlItATivE study cONdUCTed bY LEoNardI anD JAcksoN (2004), and BY reViewing The literaTurE. leonArDi (2008) ConcludEd that despite ThE importancE oF soCial faCTOrs in affEcting change, when technolOGy managErs EmploYed tEchnologiCal DetermIniST rhetoRic, the TendeNcY waS TO make THE iNdeTeRminate staTE Of tHings ApPear To be detErmined because of thE PerCeived inevitaBilIty oF TEcHnoLOgICal ChANge. mANagers used such dIscourse to 56 PrOMoTe explicitLY or InAdverteNtly theIr own INterestS (Leonardi & jackson, 2004; LeOnArdi, 2008). cONseQuences of tEchnologIcal deterMInist ASsUmptiOns And accOmPanYing rHetoriC Can IncluDe the tEnDency tO dismIsS social fActors that impact technolOgical OutcoMes, And pursuiNg cOUrsEs o f actioN thaT may inhibiT thE soCial aDjuSTmentS assOCiAteD With tEchnOLogy that wOUlD otHERwIse naturallY OCCur (leonaRdi, 2008). aN essenTial Skill and responsibILity of educatioNal tECHnoLogY ManaGeRs involves seleCtiNg TEChnology SoLutions, negoTiating wItH TechnOlogy vEndors, And makiNG GoOD purchAsinG deCisions (CoNsoRtIUm for ScHoOl nEtworkIng, 2011). IN eValuatIng tecHNoloGY Solutions, researcH suggESTs thaT ManAgers WhO hold teCHnolOgical deteRminist assuMptionS can Make bAd choicEs By seleCtiNg Technology SYstems thaT do noT live up To RhetOriCal proMiseS (gRant eT al., 2006). GRaNt
 Jonas, 2009; Jonas, 2010;  Kritt & W inega r,201 0;  Sla ck a nd Wise 2006;W yatt , 2008). Findings from  rese ar c h co n du ctedby Prak a sh a ndSi nh a ( 20 0 8)  call edinto qu estion the  as su mption thatt ec hnological  ch ange runs an  in evitab le  co u rse,and  unde rscore d  the i mportance  o f  human decisio n ma king . Prakash and Sin h a( 2008) conducte d rese ar c ht o  te stwhether te ch nolog i cal cha n ge i s  th e  result of th e conscious cho ice of  m ana g ers, o r det er m ine d by random  tec hnology s hocksi n the b u sinesscycle.  Th e r esea r ch er s s ou g htt oinv e sti gate tec hn ol ogica l de t e r m inis t c laim s tha t corporate a cti viti e s a re la rgely  det er mined  by te chnol og y, and to testthehypothesi s t ha t m an agers have a  li mit ed role  becaus e  of  t h e de termined nature of  t e c hn ology sh ocks.P ra ka s h and Si nh a ( 2008 ) analy zedp ro ductiondata f r om  I ndian a nd  US su ga r i ndu strie s , an d conc luded th at ch a nges in techno l ogy are the r e su l t  o f  con sci ous choices  mad e  bymana g er s.T he da ta sh ow e dt hat new technologie swere n ot al ways superior  to the in c u m bent tec hnol o gy and the agency  andconsciousc hoice of man agers is  importan t in bring ing  ab out  te c h no logical chang e (Pra ka sh & Si nha , 2008) . R het ori c c ha racterize d by ass um pt io ns  of  tech n ological  d ete rm ini sm ca n  be apower fuldi sc u rsi ve stra t eg y forad va ncin g i nt erest s an d  ma rginali zing diss ent i ng o pi ni ons (Cu kier et al.,20 09; Leonar di  &Jackso n ,  2004; L eonardi, 2008). Using a critica l i nterp reti ve perspe cti ve, Le ona r di (20 08) ex amine dthe e ffect s of t ec hnological d ete rmini st  rhe toric o n technology manag e men t by reviewin g d ataf r om  aq ua l ita ti v e s t u dy conducted by  Leonardian d  J ackson (20 0 4),  a nd by r eviewin g the literat ure. Leon ardi (200 8)  con c l ude d that des pite the  importan c e ofs oc ial f act ors in  a ffe cting  chang e , w hen t echnol og y mana gersem ployed t echnological determinis t rhet oric,  th e tendenc y w a s t o make th e in determinat e s tat e ofthi n gs ap pear to  be deter mine d  becauseo fthe p er ceived inev i t a bil ity o f t e chnolo gica l change. Manager s  used such dis cour s e  to  56 prom ot e explicitly o r i na d v ertently  t heir own in terests(L e onard i & Ja ckson,  2004;L e on a rdi, 2 008) . C onsequenc esof technol og ic a l dete rmin is t assu mption s  and a ccompanying rhet oricc a n inc l ude  thete ndencyt o di smiss soci al factorsthat i mpac t tec hnologi ca l outc ome s,  and pursu i ng course s o f  action  t hatmay  inhib it t h e  soci al a dj ust ments ass o c ia t ed  w i thtech nolog ythat  would ot h erwise n atu r ally oc cu r ( L e onardi ,  2 0 0 8). An ess ent ial s k i ll and res p onsi b il i ty of  educa tional  techno l ogy  m anagers  in v o lves sele cting tec h nol og y so lutions,  n egot ia tin gwith technology  vendors , and ma k i ng goo d p u rcha s ing de ci sions (Conso rtium  f o r Schoo l Net working ,  20 11) . I n ev alu atin g  technology solutions, r esea rch s u gge sts t hat m an agers wh o  hol d techno l ogical determ inist assumptio n s c a n ma keb ad  c hoices by  se l ectin g te chn olog y s yste m s  tha t  don ot  liv e up t o rh et or ical prom is es (Gra n t et al. , 20 06).Gr an t 
 Jonas,_2009; Jonas,_2010; Kritt & Winegar,_2010; Slack_and_Wise 2006;_Wyatt,_2008). Findings from_research conducted by_Prakash and Sinha (2008)_called into question_the_assumption that technological change runs an inevitable course, and underscored the importance of human_decision_making. Prakash_and_Sinha_(2008) conducted research to test_whether technological change is the_result of_the conscious choice of managers, or determined by_random_technology shocks in_the business cycle. The researchers sought to investigate technological_determinist claims that corporate activities are_largely determined by_technology,_and_to test the hypothesis_that managers have a limited role_because of the determined nature of_technology shocks. Prakash and Sinha (2008) analyzed_production data from Indian and US_sugar industries, and concluded that_changes in_technology are the result of_conscious choices made_by managers._The data showed_that new technologies were not always_superior to the_incumbent technology and the agency and_conscious_choice o f_managers_is_important in_bringing about technological_change_(Prakash &_Sinha,_2008). Rhetoric characterized by assumptions of_technological_determinism can be a powerful discursive strategy_for advancing interests and_marginalizing_dissenting opinions (Cukier et_al., 2009; Leonardi & Jackson,_2004; Leonardi, 2008). Using a critical_interpretive perspective,_Leonardi (2008)_examined the effects o f technological determinist rhetoric on technology management_by reviewing data from a qualitative_study conducted by Leonardi_and Jackson_(2004),_and by reviewing_the_literature. Leonardi_(2008) concluded that despite the importance of_social factors_in affecting change, when technology managers_employed technological determinist rhetoric,_the_tendency was to make the indeterminate_state of things appear to be_determined because of the perceived_inevitability_of_technological change. Managers used such_discourse to 56 promote explicitly or_inadvertently their own_interests (Leonardi & Jackson, 2004; Leonardi, 2008)._Consequences_of technological determinist assumptions and accompanying_rhetoric_can include the tendency to dismiss_social_factors_that impact technological outcomes, and_pursuing courses o f action that_may inhibit the social adjustments associated with technology that_would otherwise naturally_occur (Leonardi, 2008). An essential_skill_and_responsibility of educational technology managers involves selecting technology solutions, negotiating_with technology_vendors, and making_good purchasing decisions (Consortium for School Networking, 2011). In evaluating_technology solutions, research suggests that managers who_hold technological determinist assumptions can make bad choices by selecting technology_systems that do not live up to rhetorical_promises (Grant et al., 2006). Grant