EMERGENCE OF IT IMPLEMENTATION CONSEQUENCES IN ORGANIZATIONS: AN ASSEMBLAGE APPROACH
Abdul Sesay, Elena Karahanna, and Marie-Claude Boudreau
This study investigates how the effects of new technology, specifically body-worn cameras (BWCs), unfold within organizations over time. Using a multi-site case study of three U.S. police departments, the research develops a process model to explain how the consequences of IT implementation emerge. The study identifies three key phases in this process: individuation (selecting the technology and related policies), composition (combining the technology with users), and actualization (using the technology in real-world interactions).
Problem
When organizations implement new technology, the results are often unpredictable, with outcomes varying widely between different settings. Existing research has not fully explained why a technology can be successful in one organization but fail in another. This study addresses the gap in understanding how the consequences of a new technology, like police body-worn cameras, actually develop and evolve into established organizational practices.
Outcome
- The process through which technology creates new behaviors and practices is complex and non-linear, occurring in three distinct phases (individuation, composition, and actualization). - Successful implementation is not guaranteed; it depends on the careful alignment of the technology itself (material components) with policies, training, and user adoption (expressive components) at each stage. - The study found that of the three police departments, only one successfully implemented body cameras because it carefully selected high-quality equipment, developed specific policies for its use, and ensured officers were trained and held accountable. - The other two departments experienced failure or delays due to poor quality equipment, generic policies, and inconsistent use, which prevented new, positive practices from taking hold. - The model shows that outcomes emerge over time and may require continuous adjustments, demonstrating that success is an ongoing process, not a one-time event.
Host: Welcome to A.I.S. Insights, the podcast at the intersection of business and technology, powered by Living Knowledge. I’m your host, Anna Ivy Summers. Host: Today, we're diving into a fascinating question that plagues nearly every organization: why do some technology projects succeed while others fail? With me is our expert analyst, Alex Ian Sutherland, who has been looking into a study on this very topic. Host: Alex, welcome to the show. Expert: Great to be here, Anna. Host: The study we're discussing is titled, "EMERGENCE OF IT IMPLEMENTATION CONSEQUENCES IN ORGANIZATIONS: AN ASSEMBLAGE APPROACH." Can you start by telling us what it's all about? Expert: Absolutely. In simple terms, this study investigates how the real-world effects of a new technology unfold over time. It uses the rollout of body-worn cameras in three different U.S. police departments to create a model that explains how you get from just buying a new gadget to it actually changing how people work. Host: And this is a huge issue for businesses. You invest millions in a new system, and the results can be completely unpredictable. Expert: That's the core problem the study addresses. Why can the exact same technology be a game-changer in one organization but a total flop in the one next door? Existing theories haven’t fully explained this variation. The researchers wanted to understand the step-by-step process of how the consequences of new tech, whether good or bad, actually emerge. Host: So how did they go about studying this? What was their approach? Expert: They conducted a multi-site case study, deeply embedding themselves in three different police departments—a large urban one, a mid-sized suburban one, and a small-town one. Instead of just looking at the technology itself, they looked at how it was combined with policies, training, and the officers who had to use it every day. Host: It sounds like they were looking at the entire ecosystem, not just the device. So, what were the key findings? Expert: The study found that the process happens in three distinct phases. The first is what they call ‘individuation’. This is the selection phase—choosing the right cameras and, just as importantly, writing the specific policies for how they should be used. Host: Okay, so the planning and purchasing stage. What's next? Expert: Next is ‘composition’. This is where the tech meets the user. It's about physically combining the camera with the officer, providing training, and making sure the two can function together seamlessly. It’s about building a new combined unit: the officer-with-a-camera. Host: And the final phase? Expert: That’s ‘actualization’. This is when the technology is used in real-world situations, during interactions with the public. This is where new behaviors, like improved communication or more consistent evidence gathering, either become routine and successful, or the whole thing falls apart. Host: And did they see different outcomes across the three police departments? Expert: Dramatically different. Only one department truly succeeded. They carefully selected high-quality equipment after a pilot program, developed very specific policies with stakeholder input, and had strict training and accountability. The other two departments failed or faced major delays. Host: Why did they fail? Expert: For predictable reasons, in hindsight. One used subpar, unreliable cameras that often malfunctioned. Both used generic policies that weren't tailored to body cameras at all. In one case, the policy didn't even mention body cameras. This misalignment between the technology and the rules meant that positive new practices never took hold. Host: This is the crucial part, Alex. What does a study about police body cameras mean for a business leader rolling out a new CRM, an AI tool, or any other major tech platform? Expert: It means everything. The first big takeaway is that successful implementation is a process, not a purchase. You can't just buy the "best" software and expect magic. You have to manage each phase. Host: And what about that link between the tech and the policies? Expert: That’s the second key takeaway. You must align what the study calls the ‘material components’—the tech itself—with the ‘expressive components,’ which are your policies, training, and culture. A new sales tool is useless if the sales team isn't trained on it or if compensation plans don't encourage its use. The technology and the human systems must be designed together. Host: So it's a continuous process of alignment. Expert: Exactly, which leads to the third point: success is not a one-time event. The study's model shows that outcomes emerge over time and often require tweaks and course correction. The departments that failed couldn't adapt to the problems of poor equipment or bad policy. A successful business needs to build in feedback loops to learn and adjust as they go. Host: So to summarize: implementing new technology isn't about the tech alone. It's a complex, multi-phase process that requires a deep alignment between the tools you choose and the rules, training, and people who use them. And you have to be ready to adapt along the way. Host: Alex, this has been incredibly insightful. Thank you for breaking it down for us. Expert: My pleasure, Anna. Host: And thank you to our audience for tuning in to A.I.S. Insights. Join us next time as we continue to explore the ideas shaping our world.
IT implementation, Assemblage theory, body-worn camera, organizational change, police technology, process model
