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Expertise and InnovationInformation Technology Strategies in the Financial Services Sector$
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Robin Fincham, James Fleck, Rob Procter, Harry Scarbrough, Margaret Tierney, and Robin Williams

Print publication date: 1995

Print ISBN-13: 9780198289043

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780198289043.001.0001

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Structural Position of the IS Function

Structural Position of the IS Function

Chapter:
(p.112) 5 Structural Position of the IS Function
Source:
Expertise and Innovation
Author(s):

Robin Fincham

James Fleck

Rob Procter

Harry Scarbrough

Margaret Tierney

Robin Williams

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198289043.003.0005

The last chapter saw the financial services sector being internalized and negotiated through the actions of expert groups. This chapter extends the analysis from the firm-in-sector level to the structural relationships within which the negotiation takes place. These structures of expertise involve relations of dominance and subordination between different forms of expertise, and reflect societal biases favouring professionalism as a mode of deploying expertise. They have evolved to favour certain organizational competencies and specialist forms of knowledge. At the organizational level, the structure of expertise is expressed through political coalitions that keep various forms of expertise in states of tension or cooperation with each other. In addition to exploring the organizational structure of expertise, this chapter looks at the changing position of information systems within broader structures of expertise.

Keywords:   expertise, information systems, financial services, dominance, subordination, competencies, organizational structure, expert groups, negotiation, knowledge

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