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This paper describes case study based research on the use of innovative computer-based decision support systems introduced into corporate lending processes in a major UK bank. It describes how the new technology was implicated in shifting boundaries: within the sector as a whole and in specific organizational delayering; between local/global dimensions of the loans process; and in the status of expertise and personal/professional risk. The case study is connected to broader debates in IS and social transformation through an analyses which relates aspects of the empirical material to themes from social theories of reflexive modernization. Some implications and conclusions are drawn for both the banking sector and IS research.

Shifting boundaries and new technologies: a case study in the UK banking sector