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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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Strategy and Innovation

Strategy and Innovation

Chapter:
(p.133) 6 Strategy and Innovation
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/9780198289043.003.0006

This chapter examines the ways in which sectoral and technological change is negotiated within structures of expertise. At the same time, expertise, including information systems (IS) expertise, influences the interpretation of strategic change through knowledge networks and coalitions of interest. In this sense, innovation provides a critical juncture for the negotiation and reconstruction of the financial services sector, whereby preconceptions and alliances may be challenged, and new avenues of knowledge deployment and occupational mobility opened up. Innovation projects may involve attempts to renegotiate the position of the IS function within expertise structures. As can be seen from the case studies discussed at some length in this chapter, project development and the rationales constructed to manage it were influenced by the uncertainties generated by particular projects. These were a function of project scope, and also how this interacted with existing structures of expertise in the organization. In some cases, uncertainty has more to do with organizational politics surrounding a particular project and the symbolic resources that groups mobilize in making strategic claims.

Keywords:   expertise, information systems, knowledge networks, innovation, negotiation, financial services, project development, organizational politics, strategic change

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