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Status differentials and framing in the implementation of IT ‐enabled task migration strategies
Author(s) -
Brooks Jade Wendy,
Ravishankar M. N.,
Oshri Ilan
Publication year - 2022
Publication title -
information systems journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.635
H-Index - 89
eISSN - 1365-2575
pISSN - 1350-1917
DOI - 10.1111/isj.12334
Subject(s) - framing (construction) , task (project management) , frame (networking) , computer science , unit (ring theory) , business , process management , knowledge management , engineering , psychology , telecommunications , systems engineering , mathematics education , structural engineering
In globally distributed environments, gaps exist between an organisational‐level decision to migrate IT‐enabled tasks and the actual execution of strategy since a high‐level consensus does not always specify the precise sequencing and pacing of task migration in detail. This absence of operational‐level detailing can trigger status‐led enactments of power. Drawing on a qualitative case study of a distributed finance function in a global logistics firm, this paper explores how high‐status business units (BU) frame their task migration actions and contrasts it with how a low‐status support unit frames and accounts for the actions of high‐status BUs. The findings show how high‐status BUs frame their own actions as protecting, supporting and monitoring the migrated tasks while the low‐status support unit frames the same set of actions as resisting, interfering and hypercriticizing. Theoretically, the paper suggests that during the implementation of task migration strategies, frames deployed by a low‐status unit considers its weaker position of power and serves to neutralise conflict with the more powerful, higher‐status unit.