Network organizational development in the public sector: A case study of the federal emergency management administration (FEMA)

Abstract

Research findings from the organizational theory tend to support the position that management uses Information Technology (IT) to maintain existing organizational hierachy and control. Another body of research from information technology advocates suggests that Information Technology's inherent capabilities transform organization hierarchy and control outside of management's control. In addition, advocates from governmental change toward a more responsive type of government advocate adoption of IT as a form of change mechanism. This aritcle explores these conflicting positions. The authors examines one instance of the development of a form of network organization within the federal government, and the processes of IT change that have occurred over the past 20 years. The agency selected for study is the Federal Emergency Mangagement Administration.