Hidden agendas, power and managerial assumptions in information systems development

Abstract

A number of researchers have drawn attention to the way in which information systems development is an inherently political activity. Using the critical social theory of Jurgen Habermas, discusses the development of an information system in mental health. Using critical ethnography, reveals otherwise hidden agendas, power and managerial assumptions to be deeply embedded in the project. Raises broader questions about the extent to which information systems can be seen as “colonizing mechanisms”.

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