were concerned with how leaders manage technological change, and conducted a qualitative study to assess the relative effectiveness of three approaches that leaders use in managing techno-change. The three management approaches and related assumptions studied by the researchers were technological determinism, cultural determinism, and techno-cultural emergence (Jackson & Philip, 2010). The researchers conducted a case study of public and private sector organizations, using multiple methods including interviews, analysis of documents, and observations (Jackson & Philip, 2010). Jackson and Philip (2010) understood technological determinism as the view that technology drives cultural change in organizations, and the view considers cultural factors as being generally unimportant in influencing change. According to a technological determinist perspective, because of the inherent deterministic capabilities of technologies, a top-down approach to management can be effectivein managing technological change and dealing with technical issues (Jackson & Philip, 2010). The researchers defined cultural determinism as the perspective that neglect of human and cultural factors are the primary cause of failed technological change (Jackson & Philip, 2010). According to Jackson and Philip (2010), the cultural determinist perspective also tends toward a top-down approach to management based on the assumption that managers can affect the cultural changes necessary prior to implementing technology initiatives. The third perspective, the techno-cultural emergence perspective holds that changing culture in isolation from technical factors cannot ensure technological change, nor can technological change proceed with a focus on technology apart from cultural concerns (Jackson & Philip, 2010). The techno-cultural emergence perspective assumes that a dynamic interaction between technology and people affects change,