In trying to understand the problem of poor usability in
computer-supported work, this article looks at management
and their perspective on usability in a public authority.
What are their underlying basic values, assumptions and
attitudes? Why do managers interpret usability as they do,
and what are the consequences for the organization and for
usability? The empirical basis is an interpretive case study
where 19 semi-structured interviews were conducted.
Results indicate that usability is interpreted differently,
depending on the formal roles of informants. Furthermore, a
majority of the informants express personal, but limited,
responsibility for usability. Moreover, we found that basic
values are based on an instrumental view of work where
efficiency and economy are important constituents. We
identified that even though users participate in IT
development, they have no formal responsibility or
authority. They have become IT workers in that they
perform highly technical tasks such as integral testing.
2006. 521- p.