Information Systems Development: A Study in Communicative Action

Participative information systems (IS) development is often motivated by social reasons, including better work environments, democratic decision making, and alleviating worker alienation. Nevertheless, it seems reasonable that participative ideals will find a better reception when both company owners and employees stand to gain (Mumford, 1997). This article presents a case study of a European company that practices participative IS development motivated to a significant degree by social objectives and by a pressing economic necessity of realizing a profit. The company’s focus, however, extends beyond participative systems development and also concerns the emancipatory and democratizing potential of these ISs after implementation. This case suggests that computer-supported communication increases the likelihood of successful participative IS design. Furthermore, participation in company activities such as decision-making will help employees develop the skills necessary for successful participative IS design. The data gathered during our study were analyzed within the context of Habermas’s (1984) social theory of communicative action. The analysis resulted in practical suggestions for guiding company management and workers toward more successfully instituting participative IS development and operation.