  This paper identifies three categories of model: the Technology Impact Model;
the Social Impact Model and the Integrationist Model, which imply different
views of the "impact" of Information Technology on work organisation. These
models are used to structure data from case studies conducted by the authors to
explore the implications of the use of computer-based information systems for
managers' work. The paper argues that the "impact" of information systems is
not a single stable and predictable outcome but a non-linear ongoing process
that changes and evolves over time. It also argues that the actions of
individuals and groups within an organisation are not wholly determined by
outside forces: people can and do react to, and shape, systems in different
ways. In this sense, the "impact" of computer-based information systems on
managers' work reflects decisions made by managers themselves about how the
technology is used.
