THE EMOTIONALITY OF INFORMATION AND

While there is extensive research on emotion in the workplace and on information and communication technology (ICT) implementation, largely ignored is the emotionality of ICT implementation and change management more generally, even though the emotional experience of such processes is critical to their success. The current paper integrates insights from research on emotion at work and the social construction of technology to demonstrate the role of emotion in ICT-based organizational changes of a not-for-profit organisation’s implementation of a Web based case management system. In particular, it is argued that emotions and new ICT systems are experienced as ambiguous phenomena, which makes people susceptible to influence through interaction. Furthermore, such interaction to negotiate meanings for the emotional experience of ICT implementation is critical to its success. Adopting new information and communication technologies (ICTs) is in part a result of instrumental goals—for example, managers wanting to perform organizational activities more quickly or efficiently. However, such adoption is influenced by identity and relational goals, as well for example, a desire to be seen as cutting edge or technologically literate. This paper uses a constructive-dramaturgical approach to examine the emotionality of new technology adoption. Several strands of research and theory highlight subjective, or non-rational, elements of organisational changes such as ICT implementation. These strands include research on the social construction of technology, the politics of implementation, and emotional labour