Implementing Interorganizational it Systems: Lessons from a Call Centre Project

Abstract

The growing power of computer-telephony integration (CTI) systems is encouraging many companies to create call centres. These deal with a growing range of business processes and, in doing so, can be used to challenge established organizational arrangements. The range of human and management issues that need to be dealt with has yet to become clear. Some insights into these are offered from a study of one call centre over 2 years, from shortly before its physical introduction to the present day. These empirical observations are set within the wider literature on organizational change and information technology (IT), particularly the processual and integrationist perspectives. The paper uses the evidence of the case to elaborate the integrationist model so that it reflects the areas of human action more fully. It concludes by outlining the implications of this perspective for managers seeking to build effective call centres or other forms of interorganizational IT system.