SHARMA Vivek, DBA

Vivek Sharma has been an information system professional since 1990; he started his career as a software developer and transitioned to a business role in 1999, where he became responsible for defining and delivering technology initiatives. Over the years, he has worked on various information system initiatives at companies such as Citibank, the Australian Bureau of Statistics, and the Department of Environment. Currently, he is working on a major digital transformation program for the biodiversity offset scheme.

He will be defending his Executive Doctorate of Business Administration (EDBA) in March 2024 on the theme “”How can we apply a sense-making framework to improve information system projects? “” under the supervision of Professor Aurelie Dudezert, Professor at Institut Mines Télécom-Business School/ Université Paris Saclay – France.

Pr Aurélie Dudezert

A model of alignment that incorporates transformation brought by technology as well as provides necessary alignment of technology with the desired business strategy.

Purpose – The effectiveness of the information system project continues to concern both information system practitioners and researchers. The ever-changing nature of the information system environment and the multitude of stakeholders involved make managing information system projects challenging. This study reviewed information system projects through the lens of a sense-making framework to analyse the stakeholders’ perspectives and understand how they relate to a range of fragmented and often contradictory information presented to them in these projects.

The study aimed to develop an in-depth understanding of the sense-making process in information system projects. By utilising sense-making frameworks, the factors influencing stakeholders’ perceptions and decision-making processes were uncovered, providing insights to improve the delivery of information system projects.

Design/methodology/approach – This study focused on enhancing the delivery of effective information systems by exploring the perspectives of stakeholders involved in information system projects. Recognising that reality is subjective and shaped by individual interpretations, and this research sought to construct an understanding of the reality experienced by each participant.

The research methodology employed is a case study. Stakeholder interviews were conducted for three information system projects to understand their experiences and perceptions. Case studies were constructed using project documentation and stakeholder narrative to provide a coherent storyline. Weick’s (1995) sense-making framework was used to analyze the narratives and understand individuals’ cognitive processes and decision-making factors. Additionally, concepts related to sense-making (Maitlis & Christianson, 2014) and Power in Sense-making (Silva & Backhouse, 2003; Schildt et al., 2020) were utilised to analyse the case studies further.

Findings – This study provides valuable insights into the decision-making process of information system projects and emphasises the critical role of different actors at various stages of the projects. It also highlights situations where the agenda of the information system project does not align with the effective information requirements.

The social context at multiple levels is the most critical sense-making property in modern-day information system environments. It influences how people perceive and interpret information, make decisions, and collaborate. Legitimation involves providing explanations and justifications to make perceptions, beliefs, and ideas acceptable, which is critical for project success. Salient cues and leadership influence the legitimation process and project outcomes.

Plausibility is a critical sense-making skill for business representatives making decisions within the project. Since decisions are made under time constraints and against incomplete information, utilising retrospective experience in information system projects helps them ask the right questions, seek relevant information, and evaluate risks based on past experiences.

Power plays a significant role in shaping sense-making in information system projects. The distribution of power within an organisation impacts who has the authority to initiate, guide, and implement projects, as well as who has the power to influence the institutionalisation of knowledge within the organisation. In the context of information system projects, power dynamics are evident at each stage of the project, from initiation to delivery and support. It is important to recognise the different power sources at play and how they influence decision-making, resource allocation, and knowledge sharing within the project.

Research limitations/implications – This study was conducted in two Australian organisations where information systems are not their core business. Business stakeholders in non-technological organisations may have less retrospective knowledge, so they may rely more on social sense-making to direct information system projects. Further research on technology organisations is recommended to understand the difference in sense-making processes for the two types of organisations.

Further, the nature of knowledge created is subjective and contextual. Generalizations beyond time and context are not reasonable, and this work should be regarded as exploratory research confirming the role of sense-making in developing a socio-technology engagement model that will improve the information systems effectiveness required to realise benefits from information system investments.

Practical implications – This study presents a conceptual model for applying sense-making to improve an organisation’s chances of success in information system investment. In the context of information system investment, sense-making can provide business managers with valuable insights and guidance when planning and managing technology investments. This study proposes employing the following management recommendations to achieve better information system outcomes.
• Understanding the specific context of an organisation’s information system environment is crucial in developing practices that are tailored to its environment.
• A training program that can help decision-makers develop critical skills needed to provide effective leadership for information system decisions.
• Identify roles for ongoing Information system Governance.
• Establish a business forum for a robust discussion on technology decisions.
• By implementing sense-making strategies and incorporating salient cues, organisations can create a cultural shift that promotes a shared understanding of the business justification and ensures that the projects contribute to the organisation’s overall success.
• A sense-making driven process between the project manager and sponsor to define monitoring and control for the project is needed so that the sponsor can direct the project effectively.
• Implement Information intelligence capabilities to assess the project situation and identify actions and interventions needed to align the sense-making of stakeholders and team members with IS project objectives.
Adopting these recommendations can bring numerous benefits to business managers. They will be better equipped to analyse and evaluate the potential impact of technology investments, enabling them to make strategic choices that align with the organisation’s long-term vision. By embracing this model, business managers can identify potential pitfalls and challenges early, allowing for timely adjustments and mitigations.