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ICT implementation. Going beyond expectations? An essay of interpretation through competitive intelligence

Author

Listed:
  • Mario Saba

    (Holy-Spirit University of Kaslik [Jounieh], MRM - Montpellier Research in Management - UM1 - Université Montpellier 1 - UPVM - Université Paul-Valéry - Montpellier 3 - UM2 - Université Montpellier 2 - Sciences et Techniques - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School, AMU - Aix Marseille Université)

  • Damien Bruté De Rémur

    (Holy-Spirit University of Kaslik [Jounieh], MRM - Montpellier Research in Management - UM1 - Université Montpellier 1 - UPVM - Université Paul-Valéry - Montpellier 3 - UM2 - Université Montpellier 2 - Sciences et Techniques - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School, AMU - Aix Marseille Université)

  • Sylvie Gerbaix

    (Holy-Spirit University of Kaslik [Jounieh], MRM - Montpellier Research in Management - UM1 - Université Montpellier 1 - UPVM - Université Paul-Valéry - Montpellier 3 - UM2 - Université Montpellier 2 - Sciences et Techniques - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School, AMU - Aix Marseille Université)

Abstract

This article focuses on the uncertain relationship between organizational intelligence and ICT usage. It recalls the implementation effects of information and communication technologies ICT under the gaze of collective intelligence. Accordingly, the approach was tested through the observation and interpretation of interactions between a tool of collective intelligence, namely an online-system of indicators, and a network of agricultural cooperatives of a regional federation in southern France. The teachings of this research overstep traditional and theoretical approaches in terms of acceptance and appropriation. Consequently, the actor-network approach has been mobilized - It has revealed that the use of the translation process has led to the occurrence of interactions that go beyond previously intended objectives. Surprisingly, the tool appears as a collective intelligence support in the sense of revealing four facets: inductor (of projects) tool, a symbol (of new networks of exchange) tool, a reference (informational) tool, and lastly a pretext (or a support) tool of the network's concretization. Hence, this paper shows that the use of ICT could promote organizational intelligence in the measure of allowing a refocus on the human but also on perfect subjective information.

Suggested Citation

  • Mario Saba & Damien Bruté De Rémur & Sylvie Gerbaix, 2014. "ICT implementation. Going beyond expectations? An essay of interpretation through competitive intelligence," Post-Print hal-02052349, HAL.
    • Handle: RePEc:hal:journl:hal-02052349
    DOI: 10.1016/j.ism.2013.11.001
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    Citations

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    Cited by:

    1. Mario Saba & Peter Bou Saba & Antoine Harfouche, 2018. "Hidden facets of IT projects are revealed only after deployment," Post-Print hal-04263515, HAL.
    2. Hossein Sayyadi Tooranloo & Sepideh Saghafi, 2019. "Investigating the Impact of Using Knowledge Management on Organisational Agility through Competitive Intelligence and Strategic Thinking," Journal of Information & Knowledge Management (JIKM), World Scientific Publishing Co. Pte. Ltd., vol. 18(02), pages 1-31, June.

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