Information technology and organizational learning: Managing behavioral change in the digital age by Arthur M. Langer

• Main Author: HOE, Siu Loon
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2021
• Subjects: Databases and Information Systems
• Online Access: https://ink.library.smu.edu.sg/sis_research/7162; https://ink.library.smu.edu.sg/context/sis_research/article/8165/viewcontent/10_1108_TLO_09_2021_275.pdf
• Institution: Singapore Management University

As the world battles yet another crisis because of the spread of COVID-19, the idea of digitalization brings about a whole new meaning. Many professionals and information technology (IT) managers have remarked that the spread of the coronavirus has accelerated the pace of digital transformation much more so than any effort put forth by C-suite executives. While it is true that most organizations do not accept new technology readily because of embedded legacy systems, changing the corporate cultures does play an important role in affecting the rate of IT adoption. Very often, leaders and senior executives focus on the technological aspect of digital transformation and neglect the human part in the digital initiatives. Intuitively, one would argue that the people side of IT change is as important if not more important than the introduction of new technologies per se. However, in practice, the former is generally side stepped because it is trickier and messier to engage people than to implement an IT system. It is in this context that the book, Information Technology and Organizational Learning Managing Behavioral Change in the Digital Age, by Professor Langer at Columbia University brings with it very timely and useful insights on the behavioral aspects of IT change. The book adopts the view that because of rapid technological advances, individual and group strategic learning is required to transform a business into a technology-based learning organization.