Sustainability in IS: the case for an open systems approach
(2011) 366. p.325-329- Abstract
- Common sense tells us that cost cutting leads to saving, and spending should therefore be minimized. However, a little reflection tells us that this sometimes leads to false economies. In an organizational context, these can lead on to a downward spiral of organizational ‘suicide’. Examples of false economies may include: saving on maintenance; saving on research and development expenditure; saving on margins (waste or just-in-time management); and saving on ‘how’ we do things, as opposed to ‘what’ we do. Common sense cost cutting makes ‘how’ invisible, and only recognizes ‘what’. It is vital that we also remember to consider ‘why’ activities are undertaken. Professional competence implies not only skill/knowledge in a particular field,... (More)
- Common sense tells us that cost cutting leads to saving, and spending should therefore be minimized. However, a little reflection tells us that this sometimes leads to false economies. In an organizational context, these can lead on to a downward spiral of organizational ‘suicide’. Examples of false economies may include: saving on maintenance; saving on research and development expenditure; saving on margins (waste or just-in-time management); and saving on ‘how’ we do things, as opposed to ‘what’ we do. Common sense cost cutting makes ‘how’ invisible, and only recognizes ‘what’. It is vital that we also remember to consider ‘why’ activities are undertaken. Professional competence implies not only skill/knowledge in a particular field, but also desire to apply that knowledge in accordance with certain values, and engagement with the context of application so that learning through reflection may take place. Professional work therefore includes scope for extra-role behaviour, such as suggesting innovative methods or identifying and developing new opportunities (Bednar and Welch, 2010). We suggest that a naïve pursuit of ‘efficiency’ is likely to constrict and curtail possibilities for extra-role behaviour, with disastrous consequences for the development and growth of the business. Creation of systems experienced as sustainable therefore requires us to focus attention on perceived usefulness, rather than efficiency. (Less)
Please use this url to cite or link to this publication:
https://lup.lub.lu.se/record/4318006
- author
- Bednar, Peter LU and Welch, Christine
- organization
- publishing date
- 2011
- type
- Chapter in Book/Report/Conference proceeding
- publication status
- published
- subject
- keywords
- Information Systems Sustainability in IS Open Systems Approach
- host publication
- Governance and Sustainability in Information Systems. Managing the Transfer and Diffusion of IT
- editor
- Nuttgens, Markus ; Gadatsch, Andreas ; Kautz, Karlheinz ; Schirmer, Ingrid and Blinn, Nadine
- volume
- 366
- pages
- 325 - 329
- publisher
- Springer
- external identifiers
-
- scopus:84951048288
- ISBN
- 978-3-642-24147-5
- DOI
- 10.1007/978-3-642-24148-2_26
- language
- English
- LU publication?
- yes
- id
- 3a7c3ed5-96ba-49fe-b83c-1ff0e06a9e68 (old id 4318006)
- alternative location
- http://link.springer.com/chapter/10.1007%2F978-3-642-24148-2_26
- date added to LUP
- 2016-04-04 11:28:23
- date last changed
- 2022-01-29 21:53:20
@inbook{3a7c3ed5-96ba-49fe-b83c-1ff0e06a9e68,
abstract = {{Common sense tells us that cost cutting leads to saving, and spending should therefore be minimized. However, a little reflection tells us that this sometimes leads to false economies. In an organizational context, these can lead on to a downward spiral of organizational ‘suicide’. Examples of false economies may include: saving on maintenance; saving on research and development expenditure; saving on margins (waste or just-in-time management); and saving on ‘how’ we do things, as opposed to ‘what’ we do. Common sense cost cutting makes ‘how’ invisible, and only recognizes ‘what’. It is vital that we also remember to consider ‘why’ activities are undertaken. Professional competence implies not only skill/knowledge in a particular field, but also desire to apply that knowledge in accordance with certain values, and engagement with the context of application so that learning through reflection may take place. Professional work therefore includes scope for extra-role behaviour, such as suggesting innovative methods or identifying and developing new opportunities (Bednar and Welch, 2010). We suggest that a naïve pursuit of ‘efficiency’ is likely to constrict and curtail possibilities for extra-role behaviour, with disastrous consequences for the development and growth of the business. Creation of systems experienced as sustainable therefore requires us to focus attention on perceived usefulness, rather than efficiency.}},
author = {{Bednar, Peter and Welch, Christine}},
booktitle = {{Governance and Sustainability in Information Systems. Managing the Transfer and Diffusion of IT}},
editor = {{Nuttgens, Markus and Gadatsch, Andreas and Kautz, Karlheinz and Schirmer, Ingrid and Blinn, Nadine}},
isbn = {{978-3-642-24147-5}},
keywords = {{Information Systems Sustainability in IS Open Systems Approach}},
language = {{eng}},
pages = {{325--329}},
publisher = {{Springer}},
title = {{Sustainability in IS: the case for an open systems approach}},
url = {{http://dx.doi.org/10.1007/978-3-642-24148-2_26}},
doi = {{10.1007/978-3-642-24148-2_26}},
volume = {{366}},
year = {{2011}},
}