“Making a world of difference: IT in a global context” by Geoff Walsham, John Wiley & Sons, Chichester, UK, pp. 272 + xvi

Eric Monteiro, Dept. of Computer and Information Science, Norwegian University of Science and Technology, N-7491 Trondheim, Norway. (eric.monteiro@idi.ntnu.no)

This is a rare book. It represents a bold attempt to bring together a rich set of agendas and issues that, more often than not, are addressed independently. As such, it needs to be recognised as mirroring the trajectory of the author in essential ways. The book has grown out of an increasing concern about how studies of work, management and technology in organisations – including Walsham’s own, widely cited studies – fail to do adequate justice to the many ways “global” and “local” issues mesh with one another. Indeed, the very notion of studying organisations (change efforts, work, mergers, strategies, alliances etc.) in any “confined” way appears increasingly futile without some grasp on issues of personal identity, prevailing management conceptions and corporate strategies, and on the manner in which these are moulded and shaped by what crudely may be abbreviated as processes of globalisation. An essential insight from this growing body of literature is just how far, and in how many qualitatively different ways, events that appear to be local and confined do in fact have “global” consequences - many of them highly unanticipated. In addition to these more analytic concerns, Walsham’s longstanding interest and involvement in studies of work and technology in developing countries have provided intellectual and personal stimulus to a critical inquiry into notoriously slippery issues, such as “culture” and “identity” and their role in the ongoing processes of globalisation.

The book consists of four parts divided into ten chapters. Part I (chapters 1 – 3) outlines the theoretical framework. In a concise yet comprehensive way Walsham reviews the work of globalisation scholars, primarily Giddens, Beck and Castells. In his focussed discussions he is particularly concerned with the implied tension between diversity or heterogeneity on the one hand, and homogenisation or uniformity on the other. He argues forcefully for multi-vocality, something that is already signalled in the title of the book. He is accordingly profoundly hostile to portraying globalisation as a totalising process that implies homogeneity. The role of information and communication technology (ICT) in the ongoing transformation is always acknowledged in the literature, yet tends to remain disturbingly programmatic. An important achievement of this book is that it ties ICT concretely into the accounts of organisational transformations.

The heart of the book is represented by parts II (chapters 4 – 7) and III (chapters 8 – 9) which present and analyse a total of eighteen case studies, clustered such that each of the six chapters contain three case studies followed by an analysis. In the analyses Walsham seeks to extract issues related to the process of globalisation (diversity vs. homogeneity, identity, culture, control and risk), the role of ICT in these processes and shifts in power relations (conflicts, redistribution of power, globalisation vs. marginalisation). He has been directly involved in six of the case studies, while the remaining twelve rely on secondary sources. In most of these last cases Walsham has close links with the relevant authors, to facilitate additional contextualisation.

The six chapters that constitute parts II and III seek as a whole to address the process of globalisation, but in a stratified manner. The author employs distinct units of analysis, namely the individual or personal level (chapter 4), the level of groups or teams (chapter 5), the whole organisation (chapter 6), inter-organisational changes (chapter 7), work in distinct cultural settings (chapter 8) and work across cultural boundaries (chapter 9). Chapter 4 demonstrates how work to becomes increasingly tied up with the construction of personal identity, how Giddens’ notion of ‘existential anxiety’ underscores the constant readjustment of one’s own personal trajectory in coping with the complex conditions of reflexive modernity. Chapter 5 deals with the local appropriation of efforts and tools aimed at facilitating teams or collaborative work settings. Walsham illustrates compellingly how technology needs to be woven into the fabric of everyday life and how this transformation of work implies the redistribution of power and influence in ways that are neither obvious nor planned. Chapter 6 discusses how ICT is used as an opportunity (alternatively: provides a cloak) for enterprise-wide reorganisation efforts. Here, the crucial topic of diversity vs. homogeneity is discussed. Walsham argues convincingly that an important reason why these efforts regularly fail is that too little attention is paid to diversity and variation. Drawing on insights from Beck, he points out that as local actions travel increasingly far (have “global” consequences), and as the unintended consequences of actions become as important as the intended ones, there are immediate and profound consequences regarding the conditions for planning and strategy, and ultimately, for management. Chapter 7 deals with transformations among and between organisations, including changing relations with external partners and customers through e-commerce like arrangements. The key issues of Walsham’s analysis revolve around the way trust is established and preserved, and how power relations are shifted along the supply chains. In contrast to the preceding case chapters, the next two draw heavily on studies located in developing countries, thus underscoring the double meaning of the “global” in Walsham’s book. Chapter 8 demonstrates vividly how the cultural context shapes both process and outcome. Walsham succeeds in grounding the notion of culture by making its implications explicit. For instance, he cites (p. 186) a study from a Thai project in which one of the main reasons for the power relations observed between key actors should be seen as part of a special kind of bond (saan bunkhun) that enables someone to create unchallenged authority by providing protection and other benefits. Chapter 9 pushes the issue of global “culture” further by addressing collaborative schemes of work across different cultural contexts. By comparing culturally embedded assumptions, Walsham makes painfully evident the extent to which we take our own preconceptions for granted.

Walsham’s book is an extremely stimulating, thoughtful and engaging contribution. Consequently it is the kind of book that leaves you with more questions than answers. The author’s underlying concern to appreciate diversity, multi-vocality and the eroding conditions for control and planning stemming from globalisation – at the level not only of lip service but also of substance – is genuinely important for information systems and management researchers alike. In addition, the way he presents his material makes his concerns accessible to open-minded practitioners. The format is explicitly geared to painting a broad picture rather than providing a deep analysis. Hence, the book should be regarded as a road-map or programme that sketches an intruiging and challenging territory for further exploration. Enjoy!