Hostname: page-component-586b7cd67f-gb8f7 Total loading time: 0 Render date: 2024-12-01T01:46:44.920Z Has data issue: false hasContentIssue false
  • English
  • Français

Digital Change and Organizational Development: Views from the Public Sector in Papua New Guinea

Published online by Cambridge University Press:  05 May 2015

James Mosan
James Mosan*
Affiliation:
Psychology Strand, University of Papua New Guinea
*
Psychology Department, University of Hull, United Kingdom. Email: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

This study explores the potential of Internet-based technology to change the nature of work in the civil service sector in Papua New Guinea (PNG, specifically to contribute towards Organisational Development (OD). Immediately following and one year after an awareness-raising civil service conference on computer-mediated communication and its potential to help develop the workplace, 23 PNG public sector employees who had attended the conference responded to a range of closed and open-ended attitude questions regarding Information and Communication Technologies (ICTs). On balance, they reported that in their experience, ICT following the conference had been relatively empowering, had enhanced organisational communication and accountability, and had helped to improve the flow of knowledge within and between public sector groups. In PNG, digital technology might help to facilitate the development of intra- and inter-organisational unit teamwork. To that extent, digital technology in the longer-term may assist not only in OD, but also in the development of capacity more generally.

Type
Psychology and Technology
Information
South Pacific Journal of Psychology , Volume 16 , 2005 , pp. 48 - 58
Copyright
Copyright © University of Papua New Guinea and Massey University, New Zealand/Aotearoa 2005

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Argyris, C. (1982). Reasoning, learning and action: Individual and organisational. San Francisco: Jossey-Bass.Google Scholar
Argyris, C., & Schon, D.A. (1975). Theory in practice: Increasing professional effectiveness. San Francisco: Jossey-Bass.Google Scholar
Banbasat, I., Goldstein, D.K., & Mead, M. (1987). The case research strategy in studies of information systems. MIS Quarterly, 11(3), 369–386.Google Scholar
Bradley, G. (1989). Computers and psychological work environment. London: Taylor & Francis.Google Scholar
Bradley, G. (1987) Changing roles in an electric industry: Engineers using CAD system and secretaries using word-processing systems. In Bradley, G. (Ed.), Social, ergonomic and stress aspects of work with computers (pp. 295–302). Amsterdam: Elseview Science Publishers B.V. Google Scholar
Carr, S. C. (2004). Globalization and culture at work: Exploring their combined glocality. Dordrecht, Netherlands: Kluwer.Google Scholar
Castells, M. (1996) The rise of the network society. Vol. 1. Oxford: Blackwell.Google Scholar
Cummings, T. G, & Worley, C. G. (1993). Organisational development and change (5th ed.). St Paul, MN: West.Google Scholar
Davies, M. (1997). Leadership and development in the public service: Stage one project report. Brisbane, Australia: Office of the Public service.Google Scholar
Derry, T.K., & Williams, T. L. (1993). A short history of technology: From the earliest times to A.D. 1900. New York: Dover.Google Scholar
Dery, M. (1996). Escape velocity: Cyber culture at the end of the century. New York; Grove.Google Scholar
Eisenhardt, K. M. (1998). Building theories from case study research. Academy of Management Review, 14(4), 432–450.Google Scholar
Elden, M. (1983). Democratization and participative research in developing local theory. Journal of Occupational Behaviour, 4, 21–23.Google Scholar
Fedorowicz, J., & Konsynski, B. (1992), Organisational support systems: Bridging business and decision process. Journal of Management Systems, 5(4), 5–25.Google Scholar
Gill, J., & Johnson, P (2002). Research methods for managers (3rd ed). London; Sage Publications.Google Scholar
Gustavsen, B. I and Engelstad, P.H. (1986). The design of conferences and the evolving role of democratic dialogue in changing working life. Human Relations, 39, (1) 10–116.CrossRefGoogle Scholar
Harris, D. M., & DeSimone, R. L. (1994). Human resource development. Fort Worth, Texas: Dryden Press.Google Scholar
Hearn, G., & Mandeville, T. (1999) Changing the strategic mindset: Development needs for senior public managers in the digital era. Asia Pacific Journal of Human Resources, 37(2), 106–111.CrossRefGoogle Scholar
Hearn, G., Mandeville, T., & Anthony, D. (1998). The communication superhighway: Social and economic change in the digital age. Sydney, Australia: Allen & Unwin.Google Scholar
Huber, G.P. (1990). A theory of effects of Advanced information technologies on organisational design, intelligence, and decision making. Academy of Management Review, 15(1), 47–71.Google Scholar
Kaplan, B., & Maxwell, J. A. (1994) Qualitative research for evaluating computer information systems. In Anderson, J.G, Aydin, C. & Jay, S. (Eds.), Evaluating health care information systems. Thousand Oaks, CA: Sage.Google Scholar
Kendall, K.E. (1999) Emerging information technologies: Information technologies that support decision making, facilitate cooperation, and enable the information infrastructure (Ed.). In Emerging information technologies. Sage Pub: London, UK.Google Scholar
Kendall, K.E, Lyytinen, K, & Degross, J.I (Eds.). (1992) The impact of computer supported technologies on information systems development. Amsterdam: North Holland.Google Scholar
Kolb, D.A. (1984). Experiential learning. Experience as the source of learning and development Eenglewood Cliffs, NJ: Prentice Hall.Google Scholar
Mandeville, T., & Rooney, D. (1997) The business use of email. Communication Center Research Report No.4. Brisbane, Australia: Queensland University of Technology.Google Scholar
Martin, R., & Wall, T.D (1989). Attentional demand and cost responsibility as stressors in shop floor jobs. Academy of Management Journal, 32, 69–86 Google Scholar
Myers, N. (1999). The Gaia atlas of future worlds. London: Robertson McCarta Ltd.Google Scholar
Negroponte, N. P. (1995). Being digital. New York: Vintage.Google Scholar
Nelson, D. (1990). Individual adjustment to information-driven technologies: A critical review. MIS Quarterly, 14(1), 79–91.Google Scholar
Norris, P. (2001). Digital divide: Civic engagement, information poverty and the Internet worldwide. Cambridge, UK: Cambridge University Press.CrossRefGoogle Scholar
Nye, D. E. (1996). American technical sublime. Cambridge: MIT Press.Google Scholar
Orlikowski, W. J. (1993) Case tools as organisational change: Investing incremental and radical changes in systems development. MIS Quarterly, 17(3), 309–340.CrossRefGoogle Scholar
Pavot, W., Diener, E., Colvin, C. R., & Sandvik, E (1991). Further validation of the Satisfaction with life scale: Evidence for the cross method convergence of wellbeing measures. Journal of Personality Assessment, 57, 147–161.CrossRefGoogle Scholar
Sander, Z., & Ravetz, J. (Eds.). (1995). Cyberspace: To boldly go. Futures (Special issue) 27(1), 695–796.Google Scholar
Senior, B. (2002). Organisational change and development. In Chmiel, N. (Ed.), Introduction to work and organisational psychology: A European perspective (pp. 347–84). Oxford, UK: Blackwell Publishing.Google Scholar
Slouka, M. (1996). War of the worlds: Cyberspace and the high-tech assault on reality. New York: Basic Books.Google Scholar
Stoll, C. (1996). Silicon snake oil. New York: Anchor/Doubleday.Google Scholar
Whyte, W.F. (1984). Learning from the field: A guide from experience. Beverly Hills, CA: Sage.Google Scholar
Yin, R. K. (1994). Case study research, design and methods (2nd ed.). Thousand Oaks, CA: Sage.Google Scholar
Yoffie, D. (1996). Competing in the digital age. Cambridge, MA: Harvard Business School Press.Google Scholar