4.2 Proposed Dual Aspect Model and Dual Alignment Framework
4.2.1 Dual Aspect Model
Dual Aspect Adoption Model
4.1 Chapter Overview
Within this chapter, this research aims to identify a classification scheme to support adoption pattern analysis (Gallivan, 2001; Martin & Fellenz, 2010). The three entities, i.e. individual, organisational and technological (Brooks, 2009; Beynon-Davies, 2013), discussed in chapter 2, are examined and analysed in more detail. Subsequently this chapter proposes a model that is able to identify conflict and align conflict between systems in order to support innovation adoption within business.
The research question processed and answered within this chapter is:
RQ1: What models identify new technology adoption misalignment?
RQ2: What model and relationships will help to align?
RQ3: How can we validate the model?
4.2 Proposed Dual Aspect Model and Dual Alignment Framework
With consideration of aligning technology in business, such as adopting ERP system. The technology system (ERP system) maybe a new system, which needs to be incorporated with the business system. The alignment between two systems is mandatory to ensure the successful implementation of ERP system. Therefore, we propose our alignment framework, which considers innovation adoption based on the aspect of two systems interaction. The model is called the dual aspect model, which is subsequently decomposed to highlight specific dual alignment framework.
4.2.1 Dual Aspect Model
To model innovation adoption, the interaction of multiple onions was considered; as the interaction of layers in multiple systems allows us to consider the interaction of system norms.
The Dual Aspect Model represents, therefore, two overlapping semiotic onions. The two overlapping onions represent the interaction between two systems; where a system represents either an organisation, a technology, or an individual. Each system possesses informal, formal and technical layers. Alignment comes if the norms of A and B are not in conflict. For example,
if a technology is placed in an organisation, but the use of the technology conflicts with the organisational formal processes either the technology should be removed, or the formal (and informal) processes in the organisation need to change. If, an example, an organisation hires a new chief marketing officer (CMO), he/she is likely to introduce new ideas. The organisation will need to change the informal and formal process maximise the benefit of these new ideas.
If an individual buys a new technology, such as Netflix (on-demand movies), which is an interaction between an individual and a technology, the individual might change their informal leisure activities as a result, e.g. watching TV programmes on demand providing a more flexible viewing experience. This interaction implies the existence of relationship within the adoption process, and nine interaction points (see figure 4.1).
Figure 4.1: Dual Aspects Model modelling the Interaction of Aspects
Business success depends upon the alignment of multiple aspects, either held by individuals and/or implemented within systems. Both individuals and/or organisational systems can be modelled, irrespective of its status as an individual, organisation, and/or technical systems; as we have aligned the same meanings and order of layers - as defined within Stamper’s semiotic onion (Stamper, 1993). Accordingly, it is possible to compare systems (including stakeholder) interaction.
This study proposes the use of the Dual Aspect Model, as a viable model to break down the alignment process, and presents researchers with a tool to consider where misalignment occurs
between two different systems. Using the Dual Aspect Model, we are able to identify whether conflict occur between technical, formal, and or informal systems. If we are able to identify the points where informal, formal and technical conflicts occur, then it is possible to determine whether individuals, organisation structure and/or technologies needs to change to find alignment.
Figure 4.2: Dual Aspects Model – Business System and ERP System Interaction
When considering, for example, the introduction of a new intrusive IT system (see figure 4.2), such as an Enterprise Resource Planning (ERP) system, the business would be seeking to minimise the informal, formal, and technical misalignment between the organisation and the new software (Onita & Dhaliwal, 2011; Fichman & Melville, 2014). Alignment between the organisation and the new system limits the risk and cost faced by the organisation of undertaking either customisation of the ERP software, or reengineering of existing business processes (Wastell et al., 2007). Even instances where technology alignment is possible, failure to achieve alignment between informal and or formal structures is likely to result in the new technology system either acting in conflict to the existing business systems, or being rejected by the end-user such as a customer (Avgerou, 2008).
Figure 4.2 shows two systems interacting; in this case, the current business system is interacting with a new technology. If each system has informal, formal, and technical layers, there are nine possible points of conflict between the two systems. In figure 4.2 ‘I’ represents informal activity i.e. people’s behaviour. ‘F’ represents formal rule-based activity i.e. business processes and
procedures. ‘T’ represents a technical tool or an information system, e.g. smartphone or internet messaging. If IFT of the existing system interacts with TFI of the new systems then nine interaction points are formed; highlighted by an alphabetical code (e.g. TI TF, TT, FT, IT, FI, FF, IF, II). The left alphabetical letter represents the norm layer of the left aspect (System A), and the right alphabetical letter represents the norm layer of the right aspect (System B). TI, for the business example in figure 4.2, represents the point at which possible conflict might exist between the current business technology solutions, and the informal assumptions of the new system. If the new system requires a certain technology, to support cultural and/or informal activity (such as mobile devices), however this technology is not available in the company, then a conflict exists that limits the acceptance of this informal activity into the company.
Use of the dual aspect model hopefully allows identification of conflicts that exist between informal, formal and technical structures of conflicting systems; ideally independent whether of whether the systems relate to organisations, technologies, or individuals. Although the dual-aspect model defines systems interaction points, it in itself fails to support alignment. In order to facilitate this alignment, in the next section, we introduce the concept of alignment framework.