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dc.contributor.authorHoughton, L
dc.contributor.authorMacKrell, D
dc.contributor.editorDonald V Kerr
dc.date.accessioned2018-10-03T12:30:28Z
dc.date.available2018-10-03T12:30:28Z
dc.date.issued2014
dc.identifier.isbn9781466650275
dc.identifier.doi10.4018/978-1-4666-5027-5.ch005
dc.identifier.urihttp://hdl.handle.net/10072/66799
dc.description.abstractIn this chapter, the authors outline how feral information systems are part of a sensemaking process for employees. The core argument lies in the notion of sensemaking as a creation of a conceptual framework to explain disruptions in the flow of working life. As a response to disruptive ambiguity, those "making sense" often revert to causal explanations that help them come to grips with the situation at hand. The authors argue that, when work processes create disruptive ambiguity because of information systems, people in the system are likely to use feral systems to help them understand and tame (or make sense of) the ambiguity faced. They introduce a small case for discussion and conclude with some research questions.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.languageEnglish
dc.language.isoeng
dc.publisherIGI Global
dc.publisher.placeUnited States
dc.publisher.urihttp://dx.doi.org/10.4018/978-1-4666-5027-5
dc.relation.ispartofbooktitleFeral Information Systems: Managerial Implications
dc.relation.ispartofchapter5
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom90
dc.relation.ispartofpageto108
dc.rights.retentionY
dc.subject.fieldofresearchInformation systems organisation and management
dc.subject.fieldofresearchcode460908
dc.titleSensemaking as Feral Information Systems: Conceptual and Framework Development
dc.typeBook chapter
dc.type.descriptionB1 - Chapters
dc.type.codeB - Book Chapters
gro.facultyGriffith Business School, Department of International Business and Asian Studies
gro.hasfulltextNo Full Text
gro.griffith.authorMackrell, Dale C.
gro.griffith.authorHoughton, Luke


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