The rationality framework for a critical study of information systems

This paper focuses on the relationship between information systems (IS) and organizational processes from the perspective of the rationality of actors and their actions. The terms rational and rationality that are used in theoretical writings and in everyday life denote a multiplicity of meanings. The idea of reason has been connected with the disposition of actors to give rational grounds for or logical explanations of their beliefs and actions. Similarly, the actions by which actors achieve desired ends are regarded as rational. Furthermore, organizational processes that embody and are governed by rational actions are considered rational. More generally, an increase in the rationality that characterizes modern organizations and society is called rationalization. This paper explores the relationship between IS and organizations within the light of the progressive rationalization of organizational processes. The relationship between IS and organizations has been a key theoretical issue since the early years of conceptual thinking about the organizational use of information technology (IT). In particular, understanding the role and impacts of IS in organizational processes has been the central focus of a wide range of quantitative and, more recently, interpretative and critical empirical studies. As the role of IS evolved from process automation and optimization (e.g. inventory control systems) to supporting decision makers (by decision support systems) and integrated management (by enterprise resource planning and executive IS) and to enabling communication and cooperation across the organization, so too did the criteria for their assessment. The impact of IS on organizational processes was consequently Ž rst assessed in terms of the efŽ cacy of control, cost minimization and proŽ t maximization, then in terms of improvements in the efŽ ciency and effectiveness of decision makers and organizations and, more recently, in terms of organizational transformation, which involved the  attening of structure, increasing  exibility, empowering employees, downsizing, etc. In order to make sense of empirical data about organizational use of IS and to improve understanding of the role and impacts of IS, researchers have adopted a variety of theories ranging from organization theory, organizational behaviour and management to sociology, social psychology, anthropology and philosophy (BjornAndersen and Eason, 1980; Attewell and Rule, 1984; Boland, 1985; Orlikowski and Robey, 1991; Ang and Pavry, 1994; DeSanctis and Poole, 1994; Avison and Myers, 1995; Galliers and Baets, 1998; Robey and Bourdeau, 1999; Gopal and Prasad, 2000). Journal of Information Technology (2002) 17, 215–227