Abstract
Levels of analysis are common frameworks for describing organizational dynamics, both in the general organizational and the information technology (IT)-organizational literature. Levels of analysis – individual, group, intergroup and organizational – are typically presented as constructs under which particular organizational dynamics can be grouped and analysed. Rarely is there any emphasis placed on how events on one level can affect the dynamics of other levels. This article introduces Rashford and Coghlan's framework of organizational levels which describes levels as systemically interrelated and interdependent and, through examples, argues that the IT–organizational literature needs to adopt a more dynamic construct of levels of analysis to account for how IT affects individuals, teams, interteam coordination and organizations concurrently.
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