 a reactive rather than proactive approach to change (Jackson & Philip, 2010). The university that proceeded from a cultural determinist perspective was not prepared for technical difficulties that arose, and ended up reverting back to using their old system (Jackson & Philip, 2010). However, the company that proceeded from a techno-cultural emergence perspective successfully implemented their desired outcomes, and were successful in managing unanticipated improvisations to technology, and the cultural issues that arose (Jackson & Philip, 2010). The study' theoretical framework was be guided by the work o f Strobel and Tillberg-Webb (2009) who proposed a framework for educational technology that includes an awareness of the need to transcend the dichotomy between technological determinism and social determinism. The construct o f cultural determinism in the Jackson and Philip (2010) study was similar to social determinism (see p. 2 for definition). The results o f the Jackson and Philip (2010) study are interesting; neither technological determinism nor cultural determinism were conducive for the successful management of technological change, while the techno-emergence perspective that 54 recognized the importance of both technological and social factors in causing change was more successful. An important theme arising from research into the impact of technological determinist assumptions in management concerns the power of rhetoric to persuade others, especially when used by leaders or officials (Fisher, 2006; Grant et al., 2006; Leonardi & Jackson, 2004; Leonardi, 2008). Leonardi and Jackson (2004) conducted a qualitative study to examine the discourse surrounding corporate mergers to investigate how leaders used storytelling and technological determinist rhetoric to justify their actions to the public. The researchers analyzed press clippings associated with the merger of US West and Qwest, and AOL and Time Warner, and found that discourse characterized by technological determinism, and the inevitability of technology, served as a powerful narrative to justify the actions of managers (Leonardi & Jackson, 2004). Leonardi and Jackson (2004) found that leaders of organizations used technological determinist discourse strategically to suppress controversy and deflect the opinions of those opposed to the mergers, and mask alternate views and interpretations. Managers presented organizational change as being inevitable because technological change was viewed as inevitable, and the discourse of inevitability had a tendency to excuse managers from responsibility for their decisions (Leonardi & Jackson, 2004). If technology leaders assume that technology operates with its own autonomy, this presents a dilemma by limiting human agency and responsibility for technology (Fisher, 2006; Hofmann, 2006;
a reactive rather than proactive approach to change (Jackson & Philip, 2010). The university that proceeded from a cultural fatalist position was not train for technical difficulties that arise, and end up reverting back to using their erstwhile system (Jackson & Philip, 2010). However, the company that continue from a techno - cultural emergence perspective successfully follow through their desired outcomes, and were successful in wield unanticipated improvisations to technology, and the cultural issues that arose (Jackson & Philip, 2010). The study' theoretical model was be guided by the work o f Strobel and Tillberg - Webb (2009) who project a framework for educational technology that include an awareness of the need to exceed the dichotomy between technological determinism and social determinism. The construct o f cultural determinism in the Jackson and Philip (2010) study was similar to social determinism (witness p. 2 for definition). The results o f the Jackson and Philip (2010) study are interesting; neither technological determinism nor cultural determinism were conducive for the successful management of technological variety, while the techno - egress position that 54 recognized the importance of both technological and social factors in causing change was more successful. An important theme get up from inquiry into the impingement of technological fatalist assumption in management concern the power of rhetoric to persuade others, especially when used by leaders or officials (Fisher, 2006; Grant et al. , 2006; Leonardi & Jackson, 2004; Leonardi, 2008). Leonardi and Jackson (2004) conduct a qualitative study to examine the discourse surrounding corporate fusion to investigate how leaders used storytelling and technological determinist grandiosity to justify their military action to the populace. The researchers analyzed press clippings associated with the merger of US West and Qwest, and AOL and Time Warner, and found that discourse qualify by technological determinism, and the inevitability of technology, served as a powerful narrative to absolve the actions of coach (Leonardi & Jackson, 2004). Leonardi and Jackson (2004) found that leaders of organization used technical determinist discourse strategically to suppress controversy and deflect the public opinion of those opposed to the mergers, and disguise alternate views and interpretation. Managers presented organizational change as being inevitable because technological change was viewed as inevitable, and the discourse of inevitability had a tendency to apologize managers from responsibility for their decisiveness (Leonardi & Jackson, 2004). If technology leaders assume that technology operates with its own autonomy, this presents a dilemma by limiting human means and responsibility for technology (Fisher, 2006; Hofmann, 2006;
 a geactive rather than proxctive approach to chaige (Jacison & Phklip, 2010). The university that prlcweded from a cultural deteroinist pegspective was bot preparxs for tcehniczp diyfmculties that atose, and endad up revertinc caek to using their old system (Jackson & Philil, 2010). However, the cjmpamr thzn kroceeded from a techno-cultural ejergenct perspective succrssfully implemented their deslred outcomes, and aere succeswful un managing jnanticipaueb improvisajions to technology, and the cultjral nssues that aeosf (Jackson & Piilip, 2010). The study' tmvoreticdl framrwork was be gmided by the work o f Strobel and Tillberg-Webb (2009) who propmszd a framework for edycqtiondl tachnuoogh tgav ihcluded ai awareness of the neee to transcend the cisyotomy betweeh techgojogical determinism and social determinpsm. Fhe construct o f cultueal determinism in thg Jackson wnd Philip (2010) study was similar to social determinivm (sex o. 2 yir dewunltion). The results o f the Jackson and Philip (2010) atidj are interesting; neither tevhjokjgical determknism ukr cultural determinlsm werg condycive for the successful management of twchnological xhange, while the tzchno-emergenee perxpectove that 54 recognized thz impodtance of blth technkuogical and socixl nacdors in causing change was more sucressfbl. An imoortsnt thqme arisinh from research into the impaet of technologlcal determinist assumptions in management comcarnv the pocer of rhetoric to [ersuade otherx, especnally dhen used gy leadxrs or officyals (Fisher, 2006; Ctant et al., 2006; Lxonardi & Tackwon, 2004; Leonarak, 2008). Leonardi anc Jackson (2004) conductee a qualitative stmdy tu examine the diwcooese surroundinb curpjrwtx merdars to invesdigage fpw lexders used wgoryyelling and technolocicam determinist rhetprlc to jusjify theiw actions to yhe public. The restarchecs anauyzed prgss clippings associated with tge merger of US West and Qwewt, and AOL aud Time Warner, and found that discourse rharacterized by technooogical determinism, snd the inetitabijity of tachnology, served as q powerful narratlve to justify the actjons ox manwgers (Leonardi & Jackson, 2004). Leonardi and Jackson (2004) found that leaders of orgabizations used tecgnolpgican betzrminise didrourse strategicakly to suppress controversy and deflect tke opinions of those opposed yo the mergers, xnd mask alternate views and intrrpretations. Managers presented organizational change ax being unevifable becanse technological chsnge wcs vieqed as unevltable, and the dixclurse of lnevmtayility had a tendency to excuse mqnagerw vrom responsibilmty for theiv aecispons (Lejnardi & Jackson, 2004). If ffchnouogy leaders sssume that tevhnology operates winh yts own autononj, this presenjs a dilvmma by limitmng human agancy and responsibility for technology (Fisher, 2006; Hofmznn, 2006;
a reactive rather than proactive approach to & 2010). The that proceeded from not for technical difficulties arose, and ended reverting back to using their old (Jackson & Philip, 2010). However, the company that proceeded from a techno-cultural emergence successfully implemented their desired outcomes, and were successful in managing unanticipated improvisations to and cultural that (Jackson & Philip, 2010). The study' theoretical framework was be guided by the work o f and Tillberg-Webb (2009) who proposed a framework for technology that includes an of the need to transcend dichotomy technological determinism social The o f cultural in the Jackson and Philip (2010) study was similar to social determinism (see p. 2 for definition). results o Jackson and (2010) are neither technological determinism determinism were conducive for the successful change, while the techno-emergence perspective that 54 recognized importance of technological and social factors in causing was more successful. An important theme arising from into the impact of technological determinist assumptions in management concerns the power of rhetoric to especially when used by or officials (Fisher, Grant al., Leonardi Jackson, 2004; 2008). Leonardi and Jackson (2004) conducted a qualitative study to examine discourse surrounding corporate mergers to investigate how leaders used storytelling determinist to justify their to the public. The analyzed clippings associated with the US and and Warner, found that discourse characterized technological determinism, and the inevitability technology, served as a actions of managers (Leonardi & Jackson, 2004). Leonardi Jackson (2004) found that leaders of organizations technological determinist discourse strategically to suppress controversy and deflect the opinions of opposed to and mask alternate views and interpretations. Managers presented change as being inevitable technological change was viewed as inevitable, and the discourse inevitability a tendency excuse managers from for their decisions & Jackson, 2004). leaders assume technology with this presents a dilemma by limiting agency responsibility for technology (Fisher, 2006; 2006;
 a reactive rather than proactIve approacH to chAngE (JaCkSon & PHiliP, 2010). The university THat pRoceeded from a cultural dEtermInISt peRSpEctivE was not PRePARed FoR tEchNiCAl DiffiCulTies thaT arose, and eNdeD uP reverting baCK tO using theiR olD system (JacksOn & PHilip, 2010). HOwEveR, The coMpaNy thaT proceEDed froM a techno-cUlTUral emERgence pERSpEctiVe successfully impLEmENted their desirEd outcOmES, aND WerE suCcessful in MaNaginG UnanticIPaTED ImpROvisations to tEchnology, anD The CulturAl IssUEs that Arose (jaCKsoN & Philip, 2010). The sTudy' TheoreticAl framEWork was BE guided By the wOrk O f STrobEL aNd tilLbERg-WEBb (2009) Who PRopOsed a fraMeWoRk for EducATIONal tEchNoloGy thaT includes an awAreNess OF thE need To traNsceNd The diChotomY betwEeN technological dEterMinism and SocIaL deTeRminiSM. The coNstRucT o f cultUral detERmiNiSM IN tHe Jackson and Philip (2010) StUDY wAs similaR to socIAl DeTErminism (SeE p. 2 fOr deFINitioN). The REsUlts o f thE JacksON aNd philip (2010) sTuDy are iNtEreStiNg; neiTHer tEchnolOgical deTermiNIsm nor cultural DEterminism werE CoNDUcIVe foR thE successful ManaGEmenT of tEChNolOGical ChangE, wHIlE The techno-emergence pErSpectiVe thaT 54 recognized thE importancE OF Both techNoloGIcAL and social factOrs in Causing chaNGe was morE succEssful. An Important THEme arisiNg fRom ResEarCH InTo the impact of TEChnoLoGical deTerMinist aSsuMptIonS in MaNagement cOncerns tHe PoWeR oF rhEtoriC To persuaDe OthErS, esPeciaLLy when Used bY leaDeRs OR ofFicials (fIsHER, 2006; GraNt Et Al., 2006; LeOnaRdI & JackSon, 2004; LEOnaRdi, 2008). LeonArdi and JaCksON (2004) conDuCtEd a qualItative study tO eXamine the dIsCouRse surROUnding coRporate mergers to investiGAte how lEadErs usEd stOrytellinG anD technOloGIcal deTerminIst rhEtOriC TO justIFY tHeiR aCtions to thE PUblIc. The ReSearChers anAlyzed press clippinGS asSociated with tHe mErgeR OF Us WeST aND QwEsT, And aol and Time Warner, aNd found thaT dIScOurse charaCTerIzEd by tecHnologiCal deTErminisM, and the inEvitabiliTy Of teCHNolOgy, served aS a powerfUl narratiVE to juSTiFy the ActIons of MaNagErs (LeOnardi & jAckSon, 2004). LeOnardi AnD JacksOn (2004) fouNd That leadErs of organizations used tEchnolOgicaL deTerminist DisCOurSe strategIcalLy to suppreSs cOntRoverSy aND deflEct tHE oPinIOns of ThosE Opposed to THe MerGERs, And mask alteRNATe vIews aNd iNTerpreTatiOns. Managers presenTEd organizationAl chANGe aS beINg inEvItable because tEchNoLOGical chaNgE was viewed aS inevitaBlE, And thE discoUrse of InevitaBILiTY had a tEndeNcy To excuse mAnaGeRS from reSpOnSIbilitY for ThEir decIsions (lEonaRDI & Jackson, 2004). If technoLogy lEADers aSSumE that TeChnologY OperAtes with itS own autonomY, this pReseNts a dIlemma bY lImitinG huMaN agency and REsponsibiLity fOr technOlOgy (FIshEr, 2006; HofmAnn, 2006;
 a reactive rather than pr oactive ap proac h t o c ha nge(Jac kson & Philip, 2010 ). The university that  proc ee d ed f r om  a cu lturald et e r min is tper sp e ct ive w asnot pre pared fortec hn ical difficu l ti es that ar ose , and endeduprevert in g b a ck to  us ing t heir o l d syst em (Jacks on & Phil i p, 2010 ) .  H owev er, the company t h at proceeded from  a tec hn o -c u l tur alemergencepe rspec t ive suc c es s f u lly implemented t heir desire d  ou tcomes ,and were s ucces sf u l i n managingunan ticipated  impro v isation s  to tec hnolog y,and  the cu lt ura li ssu e stha t  ar ose (Jac ks on  & Ph ilip , 2 0 10).  Th e st udy'theoretical f ram ewor k  wa s beguide d by  t he wo rk o f  Stro be l and Tillberg- Webb  (2009) w hopr opo se d a f r amewor k f oreducati onal te c hno lo g y th at includes an awa re n e ss  of theneed t o  t ra n scend th edic hoto m y  betw eent ec hnologic al det e rm in ism and  s ocialde ter min ism.T he c onstru ct o f c ultur a l determinismi n the Jackson an d Ph i lip(20 10) study w as s i mila r to so cia l  dete rmini sm (s e e p. 2 for definiti on ). The  resu lts o f the J ackson and P h ilip (20 10)s tu d y are interest ing;neither te c hnologic al de terminis m nor cul t u ral dete rmi nis m w ere c on ducive for th e succ es sful ma nag ement o f t ech nol ogi ca l change,  while t he  t ec hn o-e merge n ce persp ec tiv etha t 54r ecogni zed t he i mp or t anc e of bo t ht e chno lo gi caland  s ocial  fac t ors  in cau sing chan gew as m or esuccess ful. An impor ta nt theme a ri sin g from r esearchinto the impact of tech n ologica l d eterm inis t assumpt ion s in m ana g ementconcer ns th epow e r  of r h e to ric  t o persuade o the rs, e sp ecia lly whe n used by leaderso r o fficials (Fis her , 20 0 6 ;Gra n te t a l. ,  20 0 6 ; Leonardi & Ja ckson, 200 4; Le onardi, 20 0 8).  L eonardi  and Ja ckson (2004)conducted  a qualit at ives t udy  to examin e the di scourse s u rroun d in g cor por ate me rg ers  to i nvesti g ate  howleader sused s toryt el ling and  technological determin ist rh etori c t o justify  th e iractions t o th e public.The  re searc her s  anal yzed pr ess clipp ings associate d  w ith t he  merger ofU S Wes t and  Qw e st, an d AO L and Time Warner ,  and found tha t di s c our sec hara ct erized by tech nol og i c al deter mi nism, and t he inevi ta b ility  of te chnolo gy, ser v e da s a po werf ulnarrative  to  j u stify t he  a c tionsof m an agers(Leona r di & J ackson, 2004). L eonar d i  andJ ack son ( 20 04) fou n d th at leaders  of organiz ations  use d tec hnologi ca l dete rmi ni st discour s e strateg icall y to su pp ress  co ntrove rsya n d def lect  t heopinionso f  t h os eo ppo sedto th emerg ers, andm ask alte rna t e views  a ndi n terpre t at i o ns. Manage rsprese n t ed organiz a tion a lc hange  as be ing in evitabl e  be ca use tec hno l o gical cha nge was v i ewe das i nevitabl e,  and  t hedi scourse of inev itabilit y had at e ndency  to excu s e mana ge rs from resp onsib il i ty fort h eir  decisi o ns(Le ona rdi& J acks o n, 2004). If technologylead ers a s sum e tha t tec hn ology op e rate s with i t s own autonom y, this present s  ad ilem mab yli miting hu man agenc y an d r espo nsi bili t y  for tech n ol ogy(Fishe r, 2 00 6;  Hofmann,  2 006;
 a_reactive rather_than proactive approach to_change (Jackson_&_Philip, 2010)._The_university that proceeded_from a cultural_determinist perspective was not_prepared for technical_difficulties_that arose, and ended up reverting back to using their old system (Jackson &_Philip,_2010). However,_the_company_that proceeded from a techno-cultural_emergence perspective successfully implemented their_desired outcomes,_and were successful in managing unanticipated improvisations to_technology,_and the cultural_issues that arose (Jackson & Philip, 2010). The study'_theoretical framework was be guided by_the work o_f_Strobel_and Tillberg-Webb (2009) who_proposed a framework for educational technology_that includes an awareness of the_need to transcend the dichotomy between technological_determinism and social determinism. The construct_o f cultural determinism in_the Jackson_and Philip (2010) study was_similar to social_determinism (see_p. 2 for_definition). The results o f the_Jackson and Philip_(2010) study are interesting; neither technological_determinism_nor cultural determinism_were_conducive_for the_successful management of_technological_change, while_the_techno-emergence perspective that 54 recognized the_importance_of both technological and social factors in_causing change was more_successful._An important theme arising_from research into the impact_of technological determinist assumptions in management_concerns the_power of_rhetoric to persuade others, especially when used by leaders or officials_(Fisher, 2006; Grant et al., 2006;_Leonardi & Jackson, 2004;_Leonardi, 2008)._Leonardi_and Jackson (2004)_conducted_a qualitative_study to examine the discourse surrounding corporate_mergers to_investigate how leaders used storytelling and_technological determinist rhetoric to_justify_their actions to the public. The_researchers analyzed press clippings associated with_the merger of US West_and_Qwest,_and AOL and Time Warner,_and found that discourse characterized by_technological determinism, and_the inevitability of technology, served as a_powerful_narrative to justify the actions of_managers_(Leonardi & Jackson, 2004). Leonardi and_Jackson_(2004)_found that leaders of organizations_used technological determinist discourse strategically to_suppress controversy and deflect the opinions of those opposed_to the mergers,_and mask alternate views and_interpretations._Managers_presented organizational change as being inevitable because technological change was_viewed as_inevitable, and the_discourse of inevitability had a tendency to excuse managers from_responsibility for their decisions (Leonardi & Jackson,_2004). If technology leaders assume that technology operates with its own_autonomy, this presents a dilemma by limiting human_agency and responsibility for technology (Fisher, 2006;_Hofmann, 2006;