Re-examining IT Enabled Change with a New Model of the Information Field: The Tiger Creek Case

This paper demonstrates the application of a new model of the information field (I-model) (Zhang & Benjamin 2006) to deconstructing case studies in the information field so that they can be easily analyzed, understood and compared. The expense tracking system at Tiger Creek case (Zuboff & Bronsema 1984) is selected owing to it beings historically important in illustrating various issues brought by informated change (Zuboff 1989), and changes in the traditional command and control process (Benjamin & Levinson 1993). Our re-examination of the case using the I-model highlights the dynamics and complex issues resulted when access to information modifies the power relationships in organizations that seem ever present in IT implementations. It also sheds new insight on research in IT-enabled change. We conclude that the I-model can provide a framework for analyzing other cases in the information field