In this chapter, the authors outline how feral information systems are part of a sensemaking process for employees. The core argument lies in the notion of sensemaking as a creation of a conceptual framework to explain disruptions in the flow of working life. As a response to disruptive ambiguity, those "making sense" often revert to causal explanations that help them come to grips with the situation at hand. The authors argue that, when work processes create disruptive ambiguity because of information systems, people in the system are likely to use feral systems to help them understand and tame (or make sense of) the ambiguity faced. They introduce a small case for discussion and conclude with some research questions.
|Title of host publication||Feral Information Systems Development|
|Subtitle of host publication||Managerial Implications|
|Editors||Donald Vance Kerr, Kevin Burgess, Luke Houghton|
|Place of Publication||Hershey, USA|
|Number of pages||19|
|ISBN (Print)||1466650273, 9781466650275|
|Publication status||Published - 2014|