It's Not about Technology: What Two Cases Reveal about Information Technology Dilemmas.
Saved in:
| Title: | It's Not about Technology: What Two Cases Reveal about Information Technology Dilemmas. |
|---|---|
| Language: | English |
| Authors: | LaMagdeleine, D. R., Kramer, B. H. |
| Peer Reviewed: | N |
| Page Count: | 29 |
| Publication Date: | 2000 |
| Document Type: | Reports - Research Speeches/Meeting Papers |
| Descriptors: | Case Studies, Computer Oriented Programs, Decision Making, Higher Education, Information Technology, Leadership, Leadership Effectiveness, Learning Theories, Problem Solving, Technology Integration |
| Abstract: | This paper presents an analysis of two cases developed by students in a course co-taught at the University of St. Thomas (Minneapolis, Minnesota) concerning how technology decisions get made and implemented. The aim is to demonstrate how leadership students can become adept at ferreting out and diminishing the biggest problems encountered in technology dilemmas. The paper begins by describing the course, "Leadership and Technology," and theoretical premises upon which it relies. It then outlines the details of the two cases which are presented in much the same way that they were constructed. First, a logical, modernist account is constructed; analysis of this account is based on Cartesian standards. Then the case is reconstructed to account for many of the postmodern individual contexts that affect the outcome of the case. Finally, the case is analyzed in a way that puts together some nonmodern measures that a leader might take to alleviate the situation. Implications for leadership theory are then discussed. (Contains 16 references.) (AEF) |
| Entry Date: | 2001 |
| Accession Number: | ED445661 |
| Database: | ERIC |
| Abstract: | This paper presents an analysis of two cases developed by students in a course co-taught at the University of St. Thomas (Minneapolis, Minnesota) concerning how technology decisions get made and implemented. The aim is to demonstrate how leadership students can become adept at ferreting out and diminishing the biggest problems encountered in technology dilemmas. The paper begins by describing the course, "Leadership and Technology," and theoretical premises upon which it relies. It then outlines the details of the two cases which are presented in much the same way that they were constructed. First, a logical, modernist account is constructed; analysis of this account is based on Cartesian standards. Then the case is reconstructed to account for many of the postmodern individual contexts that affect the outcome of the case. Finally, the case is analyzed in a way that puts together some nonmodern measures that a leader might take to alleviate the situation. Implications for leadership theory are then discussed. (Contains 16 references.) (AEF) |
|---|
