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Abstract
Every day there are new technologies evolving that directly impact the office as we know it. Early on, these technologies appeared to confound the smooth flow of work, but as technologies matured, their importance and benefit received greater visibility and acceptance.
Whenever a change is to be introduced, be it automated or manual, it is important to identify the impacts and interactions the change will have on an organization. While designers of office automation strategies dismiss poor acceptance of their products as user resistance, a more holistic view would be to look at the introduction of change against the total organizational setting in which it is to be imbedded. Once identified, there is a need to put these interactions into their proper perspective. M. Lynne Markus, in her book “Systems in Organizations, Bugs and Features”, describes such interactions calling them an interaction perspective, which is the impact between organizational needs and system features.
Once organization needs and system features are combined to form an organization's interaction perspective, office automation can be viewed as the utilization of information technologies as part of a program to improve organizational performance.