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Extending the task–artifact framework with organizational learning
Author(s) -
Jiang Hao,
Carroll John M,
Lee Roderick
Publication year - 2010
Publication title -
knowledge and process management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.341
H-Index - 44
eISSN - 1099-1441
pISSN - 1092-4604
DOI - 10.1002/kpm.338
Subject(s) - artifact (error) , appropriation , task (project management) , computer science , design science , knowledge management , design science research , focus (optics) , cognitive science , psychology , artificial intelligence , information system , management , epistemology , philosophy , physics , optics , electrical engineering , economics , engineering
Over the past decade there has been an increased focus on the importance of contextual factors in all IT disciplines. At the same time, scholars have heeded the call for investigating the creation of more effective synergies between science and design. For example, the task–artifact (TA) framework was developed to support better utilization of behavioral, cognitive, and social science in Human–Computer Interaction (HCI) design. This framework is based on the general developmental pattern of human activities and technologiesteamed with two analytical tools for design. In this paper, we extend this framework from its original focus on individual and small group HCI to the organizational level utilizing organizational learning theory. This extension will (1) integrate relevant concepts and analysis drawn from the social sciences in order to guide design more effectively; (2) incorporate organizational level analysis, when we study information artifact design and appropriation; and (3) help organizations complete their learning circle. Copyright © 2010 John Wiley & Sons, Ltd.