Transforming Organisational Culture through the Impact of Information Integration

Over the last 2-3 decades, investments in the new information technology (NIT) have left a deep impression on the life of organisations, that goes beyond ample differences in each organisation’s degree of automatisation. Furthermore, although the generalisation of NIT investment has not produced, on short and medium term, the expected effects on financial and organisational performance, its trend has remained on the increase, and the preoccupation with the development and the implementation of new technologies remains associated with the 'ice-breaker' imagine in almost any field. The ensuing connection between NIT investment and performance is compressed in the celebrated productivity paradox (Solow’s paradox): 'We can see the computer age everywhere, except for productivity statistics'. Solow contradicts the supposition that the large scale use of computers will radically and directly influence productivity. Research has demonstrated that although technology is one of the most important factors that influence productivity and that, although at least in theory, all countries have equal access to technological innovation, in fact, productivity is influenced by many other factors (acquiring physical and human capital, infrastructure, the structure of the market, demographic evolutions, the degree of competition etc). NIT has radically changed the business environment, and consequently, the organisational culture; however, this change cannot be equated with increased efficiency or increased welfare.organisational culture, new information technology, integration