icipated improvisations to technology, and cultural issues that arose. A technology solutions company proceeded from a more nuanced techno-cultural emergence perspective that assumed that neither technology nor social factors in isolation determined change. This perspective assumes a dynamic interaction between technology and people affects change, it assumes the process includes unanticipated cultural and technological issues that can arise over time, and it assumes both technology and culture must be refined. The company that proceeded from a techno-cultural emergence perspective approach to management successfully implemented their desired outcomes, and were successful in managing unanticipated improvisations to technology, and the cultural issues that arose. Jackson and Philip (2010) concluded that neither technological determinism nor cultural determinism are conducive for the successful management of technological change. The college that proceeded from assumptions o f technological determinism mistakenly assumed that a top-down systematic approach would drive 32 cultural change and ensure successful technological change. However, the technological determinist approach neglected important cultural issues, and even users who were expected to champion the change efforts took a reactive rather than proactive approach to change (Jackson & Philip, 2010). Seminal research by Leonardi and Jackson (2004) found that discourse characterized by technological determinism, and the inevitability of technology, served as a powerful narrative to justify the actions of organizational leaders. The researchers examined discourse surrounding corporate mergers by analyzing press clipping, to investigate how leaders used storytelling to justify their actions to the public. Leonardi and Jackson (2004) concluded that technological determinist discourse excused managers from responsibility for their decisions, because the organizational changes were presented to the public as inevitable because technological change was seen as inevitable. Using a critical interpretive perspective, Leonardi (2008) examined the effects of technological determinist rhetoric on technology management by reviewing the empirical data from the qualitative study conducted by Leonardi and Jackson (2004), and by reviewing the literature. Leonardi (2008) concluded that despite the importance o f social factors in affecting change, when technology managers employed technological determinist discourse, the tendency was to make the indeterminate state of things appear to be determined because of the perceived inevitability of technological change. Leonardi (2008) observed that technology managers used such discourse to promote explicitly or inadvertently their own interests. Consequences of technological determinist assumptions and the accompanying rhetoric can include the tendency to dismiss social factors that impact technological outcomes, and pursuing courses of action that may 33 inhibit the social adjustments associated with technology that would otherwise naturally occur (Leonardi, 2008). Prakash and Sinha (
icipated improvisations to technology, and cultural issues that arose. A engineering solution company proceeded from a more nuanced techno - cultural egress perspective that assume that neither technology nor social factors in isolation compulsive variety. This perspective assumes a dynamic interaction between technology and people feign change, it assumes the summons include unanticipated cultural and technological issues that can arise over time, and it assumes both engineering and culture must be refined. The company that proceed from a techno - cultural emergence perspective access to management successfully implemented their desire outcomes, and were successful in managing unanticipated improvisations to technology, and the cultural issues that get up. Jackson and Philip (2010) concluded that neither technological determinism nor cultural determinism are conducive for the successful management of technological change. The college that proceeded from assumptions o f technological determinism mistakenly assumed that a top - down systematic approach would drive 32 cultural change and ensure successful technological change. However, the technological fatalist access neglected authoritative cultural issues, and even users who were expected to champion the change feat took a reactive rather than proactive approach to change (Jackson & Philip, 2010). germinal research by Leonardi and Jackson (2004) found that discourse characterized by technological determinism, and the inevitability of technology, served as a powerful narrative to justify the actions of organizational leaders. The researchers examine sermon surrounding corporate mergers by analyzing press trim, to investigate how leaders used storytelling to justify their military action to the populace. Leonardi and Jackson (2004) concluded that technological determinist discourse excused coach from responsibility for their decisions, because the organizational change were presented to the populace as inevitable because technological change was seen as inevitable. use a critical interpretive perspective, Leonardi (2008) examine the effects of technical determinist rhetoric on technology management by review the empirical data from the qualitative study conducted by Leonardi and Jackson (2004), and by reviewing the literature. Leonardi (2008) reason that despite the importance o f social factors in affect change, when technology managers employed technological determinist discussion, the tendency was to make the indeterminate state of things appear to be determined because of the perceive inevitability of technical change. Leonardi (2008) observed that technology managers used such discourse to promote explicitly or inadvertently their own interest. Consequences of technological determinist assumption and the accompanying rhetoric can include the tendency to dismiss social factor that impact technological outcomes, and pursuing courses of action that may 33 suppress the social adjustments associated with technology that would otherwise naturally occur (Leonardi, 2008). Prakash and Sinha (
icioated improvisations to uechnology, and cultural mssues fhat arore. A technology solutions colpqny peoceeded from a more njanced tebhno-cultueal tmergence perspecvjve thab asshled chet neither techkology nor vocial factors iv nsolation determined change. This perfpectivr wssumes a dynaiic pneeradniin between technology and peolle afftcts change, it assimes the process includes knanhicipated cultural and technooogisql issues thxt can arise over time, and it assumes both technology and eulture musj ge tefined. The rompanj that proceeded from a techmo-cultural emevgencx peespective approach to management succesffully im[lzmented their desired oytcomgs, ang wefw sjcctsshul in majagmng unanticjpated imprivisations to technpljty, and the cumtural ifsues that arose. Jackson and Philip (2010) cotclhded that neither technilogical determinism jor cultuwal determinism are conducive for the successful kanagxmdnt on tezynllogical change. The college that proceeded frjj ssxumptions o f bechnological detetmlnofm mistakenly assumzs fhat a top-down syshematic appriach woulq drove 32 cultural change and enwure successyul technological chauge. However, che tevhnolpgical determinist appruach neglected lmportant zultural issues, xnd eeen users who were expecteq to cham'ion che chanee egforts took a rewctivc rather than proachive cpprodch to chajge (Jackson & Philip, 2010). Seminal research by Leonsrgi dnd Jackfon (2004) nound that discjurse charactetized by cechnouogical denerminism, and the inqvitability ox technology, verved af a poweeful naffative to justofy the abtnons of oeganizational leadcrs. Tfs researchers ercmuned discourse xurfougdpng cjsporate mergars cy xmalyzkng press cokppimg, to investigate hof lezders used storytekllng to juwtify thqir actions tp the public. Leonagdi aid Jacyson (2004) cogcluded that technological detsrminist fisgourse excuseq makagets from res'onsibility for their decisions, because vhe organizational chantes were presented jo uhe public as inevytable bewause technological xhange was seen ax inevitable. Using a driticdl inherpretive perspective, Leonardi (2008) examined the effects of technological dererminmse rhetoric kn trchnonoyy kanageient uy reviewing the vmpirical data from the qualitatmve study wouducted by Leonardi and Jackspn (2004), and by revigwing the literature. Leonaddi (2008) convluded that despite the importamce o f social factors ik affectibg chznge, when vechnology managers rmployzd tecynologixal feterminist dkscpuvse, the tejdenry cas to make the indeterminate stare of rhlngs appear to bx determined necausg of the perceived inevifabimlty ow technologicsl change. Leonsrdi (2008) observed that necrnology manageea used such ciscooxve to promotx explicitly or inadvertently their own interests. Consequences kf technomogical dxterminist assom'tions and the accompanylng rretoric zan include dhe tendency to dismiss social factors that impact tebhnolofical outcomev, and pursuing couvwcs of actiun thqt may 33 inhubit the sodial adkuftmencs associated with tvchnomocy that couua otherwlse naturalli occur (Leonagdi, 2008). Prakash and Sinha (
icipated improvisations to technology, and cultural issues A solutions company from a more assumed neither technology nor factors in isolation change. This perspective assumes a dynamic between technology and people affects change, it assumes the process includes unanticipated cultural technological issues that can arise over time, and it assumes both technology and must refined. company proceeded from a techno-cultural emergence perspective approach to management successfully implemented their desired outcomes, and were in managing unanticipated improvisations to technology, and the issues that arose. Jackson Philip (2010) concluded that neither determinism cultural determinism conducive the management of technological The college that proceeded from assumptions o f technological determinism mistakenly assumed that a top-down systematic approach drive 32 and ensure technological However, technological determinist approach cultural issues, and even users who champion the change efforts took a reactive rather proactive approach change (Jackson & Philip, 2010). Seminal by Leonardi and Jackson (2004) found that discourse by technological determinism, and the inevitability of technology, served as a powerful narrative to justify of organizational leaders. The examined discourse surrounding mergers analyzing clipping, investigate how used storytelling to justify their actions to the public. Leonardi and (2004) concluded that technological determinist discourse excused managers from responsibility decisions, the organizational changes presented to the public inevitable technological change was seen Using critical (2008) the of technological determinist rhetoric technology management by reviewing the data from the qualitative Jackson (2004), and by reviewing the literature. Leonardi concluded that despite the importance o f factors in affecting change, when technology managers employed technological determinist discourse, the was to indeterminate state of things appear to be determined of the perceived inevitability technological change. Leonardi (2008) observed that technology managers used discourse promote explicitly inadvertently their own Consequences of technological assumptions and the can include tendency dismiss impact technological outcomes, and pursuing courses action may 33 inhibit the social associated that would otherwise naturally occur (Leonardi, 2008). Prakash and Sinha (
icipated improvisations to tEchnology, aNd culTurAl iSsUes tHat aRose. A technologY SoluTions company proceeded fRom a mOrE NuanCEd TechnO-culturAL eMERgeNcE pErsPeCTiVe thaT asSumed thAt neither tEchNoLogy nor sociaL FaCtors in isoLatIon determineD chAnge. ThIs PerSPectiVe aSsumeS a dynaMIc inteRaction beTwEEn techNOlogy anD PEoPle aFfects change, it assUMeS The process inclUdes unAnTIcIPAteD cuLtural and tEcHnoloGIcal issUEs THAT caN Arise over time, And it assumeS BotH technOlOgy ANd cultUre muSt BE reFined. The comPany That proceEded frOM a technO-CulturaL emergEncE peRspeCTiVe AppRoACh tO MaNagEMenT successFuLlY implEmenTED THeir DesIred OutcoMes, and were sucCesSful IN maNaginG unanTiciPaTed imProvisAtionS tO technology, and tHe cuLtural issUes ThAt aRoSe. JacKSon and phiLip (2010) ConcludEd that nEIthEr TECHnOlogical determinisM nOR CuLtural deTerminISm ArE ConducivE fOr tHe suCCEssfuL manAGeMent of teChnoloGIcAl Change. THe CollegE tHat ProCeedeD From AssumpTions o f tEchnoLOgical determinISm mistakenly aSSuMED tHAt a tOp-dOwn systematIc apPRoacH wouLD dRivE 32 CultuRal chAnGE aND ensure successful teChNologiCal chAnge. However, thE technologICAL determiNist APpROach neglected iMportAnt culturaL Issues, anD even Users who Were expecTED to champIon The ChaNge EFFoRts took a reactIVE ratHeR than prOacTive appRoaCh tO chAngE (JAckson & PhiLip, 2010). SeminAl ReSeArCh bY LeonARdi and JaCkSon (2004) FoUnd That dIScoursE charActeRiZeD By tEchnoloGIcAL DeteRmInIsm, aNd tHe IneviTabiLIty Of technOlogy, servEd aS A powErFuL narratIve to justify tHe Actions of oRgAniZationAL Leaders. THe researchers examined diSCourse sUrrOundiNg coRporate meRgeRs by anAlyZIng preSs clipPing, tO iNveSTIgate HOW lEadErS used storyTELliNg to jUsTify Their acTions to the public. LeONarDi and Jackson (2004) cOncLudeD THaT teCHnOLogIcAL deTERminist discoursE excused maNaGErS from respoNSibIlIty for tHeir decIsionS, Because The organiZational cHaNges WERe pResented to The publiC as inevitABle beCAuSe tecHnoLogicaL cHanGe was Seen as INevItablE. Using A cRiticaL inteRpRetive peRspective, Leonardi (2008) examinEd the eFfectS of TechnologIcaL DetErminist rHetoRic on technOloGy mAnageMenT By revIewiNG tHe eMPiricAl daTA from the qUAlItaTIVe Study conducTED By LEonarDi aND JacksOn (2004), anD by reviewing the liTErature. LeonardI (2008) conCLUdeD thAT desPiTe the importancE o f SoCIAl factorS iN affecting cHange, wheN tEChnolOgy manAgers eMployed TEChNOlogicAl deTerMinist disCouRsE, The tendEnCy WAs to maKe thE iNdeterMinate STate OF Things appear to be DeterMINed beCAusE of thE pErceiveD InevItability oF technologiCal chaNge. LEonarDi (2008) obserVeD that tEchNoLogy manageRS used such DiscoUrse to pRoMote ExpLicitlY or iNADvertEntlY tHeiR own interESTs. cOnSeQUenCes oF techNoLogiCal determINist assuMptIOns and tHe AccOMPanyinG RhETOric can incLudE the tENDency to disMIss sOCiAL factOrs thaT impacT technoLOgiCaL outcomEs, aND Pursuing cOurses of aCTioN tHat mAy 33 inhibiT tHe soCiAl aDjUstments associaTed with tEchnologY THat wouLd oTHerwISe natuRaLly occur (LeonArdi, 2008). PRaKAsh and SINHa (
icipated improvisations to  technolog y, an d c ult ur al i ssue s that arose.A  tec hnology solutions comp any p ro c eede d  f rom a  more n u an c e d t ec hn o-c ul t ur al em erg ence pe rspectivetha tassumed that ne ither tech nol ogy nor soci alfactor sini solat ion  dete rmined change . This pe rs p ective assumes a  d ynam ic interaction be t we e n technology a nd peo pl e  a f f ect s c hange, itas sumes the pro c es s i ncl u des unanticip ated cultur a l a nd tec hn olo g ical i ssues  t h atcan arise o vertime, and  it as s umes bo t h techn ologyand  cu ltur e  m us t b er efi n ed . T h e c ompany t ha tproce eded f r o m atec hno- cultu ral emergence  pe rspe c tiv e app roach  toma nagem ent su ccess fu lly implemented  the ir desire d o ut com es , and were s ucc ess ful inmanagin g  un an t i c ip ated improvisation st o  t echnolog y, and th ec ulturalis sue s th a t  aros e. J a ck son andPhilip (2 01 0) conc lu ded th at  ne ith er te c hnol ogical  determi nismn or cultural de t erminism arec on d u ci v e fo r t he successf ul m a nage ment of  te c hnolo gical  c h an g e. The college that  p roceed ed fr om assumption s o f tech n o l ogical d eter m in i sm mistakenlyassum ed that at op-downsyste matic ap proach wo u l d drive32cul tur alc h an ge and ensure s ucce ss ful tec hno logical  ch ang e.How ev er, the t echnolog ic al  d et erm inist approach  n egl ec ted  impo r tant c ultur al i ss ue s , a nd even us e r s wh owe re e xpe ct ed to  cha m pio n the c hange eff ort s  too kareactiv e rather than  p roactive a pp roa ch toc h ange (Ja ckson & Philip, 2010).S eminalres earch  byLeonardiand  Jacks on( 2004)foundthatdi sco u r se ch a r ac ter iz ed by tech n o log icalde term inism,and the inevitabil i tyof technology , s erve d as  ap ow e rfu ln arr a t ive to justifythe action so forganizati o nal  l eaders.  The re searc h ers exa mined dis course su rr ound i n g c orporate m ergers b y analyzi n g pre s sclipp ing , to i nv est igate  how l e ade rs us ed sto ry tellin g toju stify th eir actions to the publ ic. Le onard i a nd Jackso n ( 2 004 ) conclud ed t hat techno log ica l det erm i nistdisc o ur see xcuse d ma n agers fro m  r esp o n si bility fort h e irdecis ion s , beca usethe organizationa l  changes werepres e n ted  to thepu blic as inevit abl eb e cause te ch nological c hange wa ss een a s inev itable . Using a  c r itical  int erp retive pe rsp ec t ive, Le on ar d i (200 8) e xa minedthe ef f ects o f technologicaldeter m i nistr het oricon  techno l ogymanagement  by reviewi ng the  emp irica l datafr om the  qu al itative st u dy conduc ted b y Leona rd i an d J ackson  (20 0 4 ), an d by  r evi ewing the l it e ra tu r e.Leon ardi(2 008)  conclude d  that de spi t e the i mp ort a n ce o f so c i al factors  in  affe c t ing change ,  whe n  t e chnol ogy ma nagers  employ e d t ec hnologi cal d eterminis t discour s e,th e te ndency w as  toma keth e indeterminate  state o f things a ppeartob e de t ermine dbecause of t he pe rc e ived in e v ita bilityo f t ech nol ogic alchan g e. Leonardi (2008) obser vedthatt ech nolog y man ag ers used such  discour s e to promoteexplicitly or i n adv e rten tly th ei r own int ere s ts. C onse que nces  of  tec h n olog i cald et ermi nist a ssum pt io ns and th eaccompa n ying rhe tori c can  i nc l ud e the t endencyto di sm iss socia l  factor s th at  impact techn ological out co mes,  and p u rsu ing c ourses of ac tion thatmay  33 inhibi tthe soc ial a djustments as soc ia t edwith  t echnol ogy that  would  oth e r wisenatur ally  occu r (Leo nar di,  200 8) . Pr a kash an d Sinha (
icipated improvisations_to technology,_and cultural issues that_arose. A_technology_solutions company_proceeded_from a more_nuanced techno-cultural emergence_perspective that assumed that_neither technology nor_social_factors in isolation determined change. This perspective assumes a dynamic interaction between technology and_people_affects change,_it_assumes_the process includes unanticipated cultural_and technological issues that can_arise over_time, and it assumes both technology and culture_must_be refined. The_company that proceeded from a techno-cultural emergence perspective approach_to management successfully implemented their desired_outcomes, and were_successful_in_managing unanticipated improvisations to_technology, and the cultural issues that_arose. Jackson and Philip (2010) concluded_that neither technological determinism nor cultural determinism_are conducive for the successful management_of technological change. The college_that proceeded_from assumptions o f technological_determinism mistakenly assumed_that a_top-down systematic approach_would drive 32 cultural change and_ensure successful technological_change. However, the technological determinist approach_neglected_important cultural issues,_and_even_users who_were expected to_champion_the change_efforts_took a reactive rather than proactive_approach_to change (Jackson & Philip, 2010). Seminal_research by Leonardi and_Jackson_(2004) found that discourse_characterized by technological determinism, and_the inevitability of technology, served as_a powerful_narrative to_justify the actions of organizational leaders. The researchers examined discourse surrounding_corporate mergers by analyzing press clipping,_to investigate how leaders_used storytelling_to_justify their actions_to_the public._Leonardi and Jackson (2004) concluded that technological_determinist discourse_excused managers from responsibility for their_decisions, because the organizational_changes_were presented to the public as_inevitable because technological change was seen_as inevitable. Using a critical_interpretive_perspective,_Leonardi (2008) examined the effects_of technological determinist rhetoric on technology_management by reviewing_the empirical data from the qualitative study_conducted_by Leonardi and Jackson (2004), and_by_reviewing the literature. Leonardi (2008) concluded_that_despite_the importance o f social_factors in affecting change, when technology_managers employed technological determinist discourse, the tendency was to_make the indeterminate_state of things appear to_be_determined_because of the perceived inevitability of technological change. Leonardi (2008)_observed that_technology managers used_such discourse to promote explicitly or inadvertently their own interests._Consequences of technological determinist assumptions and the_accompanying rhetoric can include the tendency to dismiss social factors that_impact technological outcomes, and pursuing courses of action_that may 33 inhibit the social adjustments_associated with technology that_would_otherwise naturally occur (Leonardi, 2008). Prakash and_Sinha_(