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The Theory of Deferred Action: Informing the Design of Information Systems for Complexity

The Theory of Deferred Action: Informing the Design of Information Systems for Complexity
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Author(s): Nandish V. Patel (Brunel University, UK)
Copyright: 2009
Pages: 28
Source title: Handbook of Research on Contemporary Theoretical Models in Information Systems
Source Author(s)/Editor(s): Yogesh K. Dwivedi (Swansea University, UK), Banita Lal (Nottingham Trent University, UK), Michael D. Williams (Swansea University, UK), Scott L. Schneberger (Principia College, USA) and Michael Wade (York University, Canada)
DOI: 10.4018/978-1-60566-659-4.ch010

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Abstract

The problem addressed is how to design rationally information systems for emergent organization. Complexity and emergence are new design problem that constrains rational design. The reconciliation of rationalism and emergence is achieved in the theory of deferred action by synthesizing rationalism and emergence. Theories on designing for normal organisation exist but most of them are borrowed from reference disciplines. The theory of deferred action is based in the information systems discipline and is presented as a theory to inform practice to improve the rational design of information systems for emergent organisation. It has the potential of becoming a reference theory for other disciplines in particular for organisation studies. As emergence is a core feature of complexity, the base theory for the theory of deferred action is complexity theory. The theory of deferred action explains the effect of emergence on the rational design of information systems. As a theory to inform practice it provides guidance in the form of design constructs on how to design rationally information systems for emergent organization.

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