Communications of the Association for Information Systems (2026) AI Processed Human Approved
Yoga Sutra-Based Memory Analysis of Information Systems Implementation
This study introduces a memory analysis framework based on Patanjali's Yoga Sutra to evaluate information systems implementation. It incorporates core concepts such as Samskara (subliminal impressions) and Alambana (external triggers) to understand how accumulated stakeholder experiences influence technology engagement. The framework is applied to an existing case study of an agricultural marketing information system in India.
Problem
Current information systems research predominantly focuses on team memory within Western organizational contexts, overlooking individual cognitive variations and Eastern philosophical perspectives. Additionally, existing studies rarely theorize memory per se, leaving a gap in understanding how subliminal impressions and past negative experiences impact stakeholder trust and behavioral responses.
Outcome
- The Yoga Sutra framework demonstrates that subliminal impressions (Samskara) formed by past unfair trade practices deeply influence stakeholder behaviors and technology adoption.
- Contextual factors and research interviews function as triggers (Alambana) that evoke unpleasant memories, reinforcing distrust between system users, government boards, and private vendors.
- Information system failures in developing contexts often result from a lack of adherence to core ethical and behavioral values rather than culture acting as a barrier.
- Contextual factors and research interviews function as triggers (Alambana) that evoke unpleasant memories, reinforcing distrust between system users, government boards, and private vendors.
- Information system failures in developing contexts often result from a lack of adherence to core ethical and behavioral values rather than culture acting as a barrier.
What it means for you
- CIO / IT Executive: On Monday morning, schedule a 30-minute discovery call with your Head of User Experience and your Chief Ethics Officer to brainstorm how to proactively identify and mitigate potential 'Samskara' (subliminal impressions) in upcoming system implementations by focusing on past negative stakeholder experiences.
- IT Manager: On Monday morning, review the last three system user feedback reports for any recurring themes related to distrust or negative past experiences, and flag the top two recurring issues to investigate further for potential 'Alambana' (external triggers) in your current system.
- Business Strategist: On Monday morning, draft a brief (one-page) internal memo to your team outlining the concept of 'Samskara' and its potential impact on technology adoption, and request them to identify one instance in recent projects where past negative impressions might have influenced user behavior.
- Researcher: On Monday morning, begin drafting the introduction to your next research paper by clearly articulating the gap in current information systems research regarding the lack of focus on individual cognitive variations and Eastern philosophical perspectives on memory, using the Yoga Sutra framework as your proposed solution.
- Policymaker: On Monday morning, initiate a discussion with your advisory board regarding the importance of embedding ethical and behavioral values into the design and implementation guidelines for all new government information systems, referencing the finding that failures often stem from a lack of adherence to these values, not culture.
Transcript
Host: Welcome to A.I.S. Insights — powered by Living Knowledge. I'm Anna Ivy Summers. Today, we're diving into a fascinating new study titled "Yoga Sutra-Based Memory Analysis of Information Systems Implementation." It takes an ancient Indian framework and applies it to modern technology rollouts. Joining me to break this down is our analyst, Alex Ian Sutherland. Welcome, Alex!
Expert: Thanks, Anna. Great to be here. This study really challenges how we think about human behavior and memory when implementing new technology systems.
Host: So, Alex, let's start with the big picture. When companies or governments build and launch new software, they usually focus on change management, user training, and team dynamics. What is current research missing when it comes to memory and behavior?
Expert: Well, as the study highlights, traditional information systems research almost exclusively focuses on "team memory" or collective organizational processes, mostly through a Western lens. It treats memory as a uniform team asset within closed corporate environments. But it completely overlooks individual cognitive variations, personal lived experiences, and deeper psychological impressions that people bring to work every single day.
Host: And why is that oversight such a problem for tech projects in the real world?
Expert: Because people don't interact with software in a vacuum! Their trust, hesitation, or resistance to technology is heavily shaped by past experiences—what the study calls subliminal impressions. If a workforce or user base has years of ingrained unpleasant memories—like systemic unfairness, administrative apathy, or distrust—those deep impressions dictate how they react to a new system, regardless of how slick the software interface is.
Host: That makes total sense. To solve this gap, the author introduces an analytical framework based on Patanjali’s ancient Yoga Sutras. How does this approach actually work?
Expert: It breaks down memory and behavior into four interconnected concepts. First is Anubhav, which is the direct lived experience, usually producing feelings of pleasure or unpleasantness. Second is Samskara, which are the deep, subliminal mental impressions left by those experiences. Third is Smriti, the conscious memory itself. And fourth is Alambana, which represents external triggers or stimuli that bring those buried impressions to the surface and prompt action.
Host: Fascinating! So how did the study test this framework in a real business environment?
Expert: The study applied this Yoga-based framework to a real-world case: an agricultural marketing information system implemented in India to connect wholesale commodity trading yards. The system was designed to standardize prices and reduce corruption, but it faced major resistance and sabotage. By analyzing interview transcripts through this framework, the study was able to uncover why stakeholders acted the way they did.
Host: And what did the study find? Why did this agricultural system face such serious resistance?
Expert: The framework revealed that all major stakeholder groups—farmers, government officers, and private vendors—were carrying deep Samskaras, or subliminal impressions, formed by past negative experiences. Farmers remembered years of price manipulation by traders. Private vendors felt distrusted by government boards. Government officers felt constrained and overwhelmed. When the new system arrived, those negative impressions were triggered, creating widespread fear and skepticism.
Host: That is a critical distinction. In many tech rollouts, especially in developing regions, analysts blame "local culture" when adoption fails. But this study suggests something very different, right?
Expert: Exactly, Anna. That's one of the most powerful takeaways. Past literature often cited "culture" as a barrier to technology adoption. But this study demonstrates that system failure wasn't caused by local culture at all. In fact, it was caused by a lack of adherence to core ethical principles—like truthfulness and fairness—which are actually fundamental to local traditions like Yoga philosophy. When systems ignore these underlying ethical dynamics and deep-seated grievances, trust breaks down.
Host: That has massive implications for leaders managing digital transformation. What are the key business takeaways here for project managers and executives?
Expert: First, business leaders need to recognize that user mental models are formed long before the software is designed. If you don't address the historical pain points, fear, and institutional distrust within an organization, your new system will inherit those problems. Second, we need to design implementations that align with ethical hypernorms—transparency, respect, and fairness—rather than just technical requirements. Addressing human memory and subliminal impressions is just as critical as testing the code.
Host: Such a fresh and holistic perspective on technology implementation! Thank you so much for breaking down this groundbreaking study for us today, Alex.
Expert: My pleasure, Anna.
Host: And thank you to our listeners for tuning in to A.I.S. Insights — powered by Living Knowledge. Join us next time as we continue exploring the intersection of business, technology, and research.
Expert: Thanks, Anna. Great to be here. This study really challenges how we think about human behavior and memory when implementing new technology systems.
Host: So, Alex, let's start with the big picture. When companies or governments build and launch new software, they usually focus on change management, user training, and team dynamics. What is current research missing when it comes to memory and behavior?
Expert: Well, as the study highlights, traditional information systems research almost exclusively focuses on "team memory" or collective organizational processes, mostly through a Western lens. It treats memory as a uniform team asset within closed corporate environments. But it completely overlooks individual cognitive variations, personal lived experiences, and deeper psychological impressions that people bring to work every single day.
Host: And why is that oversight such a problem for tech projects in the real world?
Expert: Because people don't interact with software in a vacuum! Their trust, hesitation, or resistance to technology is heavily shaped by past experiences—what the study calls subliminal impressions. If a workforce or user base has years of ingrained unpleasant memories—like systemic unfairness, administrative apathy, or distrust—those deep impressions dictate how they react to a new system, regardless of how slick the software interface is.
Host: That makes total sense. To solve this gap, the author introduces an analytical framework based on Patanjali’s ancient Yoga Sutras. How does this approach actually work?
Expert: It breaks down memory and behavior into four interconnected concepts. First is Anubhav, which is the direct lived experience, usually producing feelings of pleasure or unpleasantness. Second is Samskara, which are the deep, subliminal mental impressions left by those experiences. Third is Smriti, the conscious memory itself. And fourth is Alambana, which represents external triggers or stimuli that bring those buried impressions to the surface and prompt action.
Host: Fascinating! So how did the study test this framework in a real business environment?
Expert: The study applied this Yoga-based framework to a real-world case: an agricultural marketing information system implemented in India to connect wholesale commodity trading yards. The system was designed to standardize prices and reduce corruption, but it faced major resistance and sabotage. By analyzing interview transcripts through this framework, the study was able to uncover why stakeholders acted the way they did.
Host: And what did the study find? Why did this agricultural system face such serious resistance?
Expert: The framework revealed that all major stakeholder groups—farmers, government officers, and private vendors—were carrying deep Samskaras, or subliminal impressions, formed by past negative experiences. Farmers remembered years of price manipulation by traders. Private vendors felt distrusted by government boards. Government officers felt constrained and overwhelmed. When the new system arrived, those negative impressions were triggered, creating widespread fear and skepticism.
Host: That is a critical distinction. In many tech rollouts, especially in developing regions, analysts blame "local culture" when adoption fails. But this study suggests something very different, right?
Expert: Exactly, Anna. That's one of the most powerful takeaways. Past literature often cited "culture" as a barrier to technology adoption. But this study demonstrates that system failure wasn't caused by local culture at all. In fact, it was caused by a lack of adherence to core ethical principles—like truthfulness and fairness—which are actually fundamental to local traditions like Yoga philosophy. When systems ignore these underlying ethical dynamics and deep-seated grievances, trust breaks down.
Host: That has massive implications for leaders managing digital transformation. What are the key business takeaways here for project managers and executives?
Expert: First, business leaders need to recognize that user mental models are formed long before the software is designed. If you don't address the historical pain points, fear, and institutional distrust within an organization, your new system will inherit those problems. Second, we need to design implementations that align with ethical hypernorms—transparency, respect, and fairness—rather than just technical requirements. Addressing human memory and subliminal impressions is just as critical as testing the code.
Host: Such a fresh and holistic perspective on technology implementation! Thank you so much for breaking down this groundbreaking study for us today, Alex.
Expert: My pleasure, Anna.
Host: And thank you to our listeners for tuning in to A.I.S. Insights — powered by Living Knowledge. Join us next time as we continue exploring the intersection of business, technology, and research.