Toward an ‘IT Conflict-Resistance Theory’: action research during IT pre-implementation

Most empirical research on users’ resistance toward Information Technology (IT) has been conducted after implementation of IT in organisations. Little research has been done on the way individual and group resistance emerges and evolves during prior stages of projects. This focus on pre-implementation phases is important since Information Systems (IS) managers need to anticipate potential conflicts and users’ resistance that can involve project failure. While IS literature has separately developed theories on resistance and conflicts, we conceptualise a whole theoretic-system we call ‘IT Conflict-Resistance Theory’ (IT-CRT). This theory is used as driver for a 2-year action research project conducted at Netia Corporation (a worldwide leader in video and audio broadcasting) during preliminary phases of its Enterprise Resource Planning (ERP) implementation project. According to our findings, while conflicts toward IT implementation are often considered to have negative effects and require being actively managed by top managers, the case study delivers an alternative observation: a passive-like attitude of managers during the IT pre-implantation phase does not prevent the resolution of a socio-political oriented conflict between two groups of employees. Our observations illustrate how the avoidance management style invites team members to cope with conflict situations and to express tacit causes of resistance. While most Management Information System methods tend naturally to maximise users’ satisfaction and to reduce potential resistance, the IT-CRT theory developed in this article supports an alternative approach: enhancing resistance in order to anticipate and resolve latent conflicts that are directly or indirectly related to the project. The underlying message of this article for researchers and practitioners is to consider users’ resistance toward IT as a key process embedded into IT choices and IS design.     

A study of subsidiaries’ views of information systems strategic planning in multinational organisations

This research examines information systems strategic planning (ISSP) in multinationals from the perspective of the subsidiaries. The research was carried out through interviews with the IT and business managers in subsidiaries of nine large American, European, and Japanese multinationals. The evidence from this study reveals that, in the majority of these organisations, IS planning is either centralised or moving towards centralisation. The main focus of IS planning, in many of these organisations, is to control cost and achieve scale economies. As centralisation increases IT tends to control the planning process and, as a result, IS planning becomes more tactical than strategic and is dominated by IT infrastructure planning. Project implementation was the main criterion used to measure IS planning success. However, due to the dominant role of IT, the subsidiary business managers are often less satisfied with the IS planning approach compared with the subsidiary IT managers. The level of involvement of business managers and their satisfaction with ISSP was related to the degree of decentralisation of responsibility for IS planning.     

The role of IT in organizational innovation – A systematic literature review

Information technology (IT) is broadly recognized as an important element in organizational innovation, however there has been relatively little integration of Information Systems (IS) research on the role of IT in organizational innovation. Such integration is particularly important in view of recent calls to examine the evolving ontological nature of IT, wherein IT artifacts are now shaping physical reality. We systematically examine innovation-related literature published in the leading IS journals in the period between 2009 and 2020 and we identify and summarize the core theoretical discourses in this domain. We find that extant literature largely examines the role of IT in innovation at a high level of abstraction, focusing on IT investments and IT capabilities, and consequently precluding granular insights on who, what, when, where, how, and why in relation to organizational innovation. To address this limitation and to provide a structuring lens for future research, we develop the organizational innovation system framework which posits that actors, IT artifacts, actions and organizational context are the key elements in organizational innovation systems that require more granular examination to yield deeper insights on how information technology contributes to organizational innovation. We re-examine the literature through the organizational innovation system lens and we identify gaps in extant research. We also outline potential directions for expanding the scope of future research.     

Information technology,the organizational capability of proactive corporate environmental strategy and firm performance: a resource-based analysis

The study of the relationships between information technology (IT), environmental organizational issues and firm performance is a cutting-edge research topic for the information systems (IS) community. However, at present we know very little about these relationships. Drawing on the perspective of IT-enabled organizational capabilities and the literature on organizations and the natural environment, our study introduces conceptually the construct organizational capability of proactive corporate environmental strategy to the IS field. We propose that IT capability may enable the implementation of a proactive environmental strategy and that this strategy could play a significant role in determining the business value of IT. Using structural equations modeling with data collected from 63 firms, we find that IT capability is an enabler of proactive environmental strategy and that this strategy plays a significant role in mediating the effects of IT on firm performance. Our study provides initial evidence on the role of IT in the implementation of proactive environmental practices. Our results suggest to IT executives that their decisions matter in shaping environmental sustainability, which in turn will generate business value from IT.     

Integrative framework for assessing firms’ potential to undertake Green IT initiatives via virtualization – A theoretical perspective

Green IT (information technology) has recently emerged into an active research area in the information systems (IS) discipline. A major gap that exists in the Green IT research literature today is the absence of a theoretical framework that can be used to assist organizations in assessing their potential for undertaking Green IT initiatives and implementing them via modern technological means such as virtualization. This study attempts to bridge this gap by developing and proposing an integrative framework which focuses on identifying and examining the factors that contribute to the assessment of a firm’s readiness to go green via IT-enabled virtualization. The framework is firmly grounded using three well-established IS theories: (a) technology-organization-environment, (b) process-virtualization, and (c) diffusion of innovation. It integrates these three theoretical lenses to utilize the strengths of each for assessing the potential for undertaking Green IT initiatives and the stages of Green IT implementation at the organizational level. The implications of the outcome of this study, both for the IS researchers and for the practicing managers are discussed. The plan for empirical testing and validation of our propositions is presented, as well as suggestions for future extensions of this study.     

Understanding IS implementation by estimating power of subunits

Understanding distribution of intra-organization power can provide useful information about implementation processes and also explanations (or predictions) of events and outcomes. When the implementation of IS/IT is used for both automatisation and business process changes, implementation involves organizational politics. Politics involves the interplay of various groups pursuing different interests while exercising power. Previous research of IS in power is discussed and extended by presenting a framework to measure subunit power. This framework is derived from organizational literature. The value of the framework for IS settings is illustrated by a case study. This framework is found to be useful for mapping relative power distribution at different moments in time. Changes in power distribution help explain a dramatic change in an implementation process. The understanding of relative subunit power is found to provide valuable ex ante information on the likely outcome of an IS implementation project or the possible obstacles an organizational change project might face.     

Information technologies and downsizing: Examining their impact on economic performance

Recent literature analyses the economic effects of employee downsizing on organizations under a contingent framework. Information technology (IT) can be considered a relevant factor for organizations that downsize. IT could enhance knowledge management, innovation management and organizational learning. Given the damage produced by downsizing on these organizational capabilities, the aim of this research is to study the moderating role of the implementation level of IT in the relationship between downsizing and organizational economic performance. Analyzing Spanish chemical industry, our results show that this negative effect can be mitigated by IT implementation.     

The use of domination and legitimation in information systems implementation

In this paper, we present the results of a longitudinal case study on information systems (IS) implementation conducted in a community healthcare organization. Using structuration theory as a sensitizing framework, we highlight how the information technology (IT) Management improved their influence through gaining legitimation from other organizational stakeholders, and how the nature of this evolved over time. Our results highlight how an appropriate, sophisticated use of what Giddens refers to as the duality of structure contributed to the consolidation of the IT Manager's credibility and authority. We also report on how the IT Management had most of their actions legitimated as an integral element of their actions. The results also highlight the distributed nature of power, such that even those at the lower end of organizational hierarchy were able to influence the success or failure of IS implementation.     

Operationalising the implementation puzzle: an argument for eclecticism in research and in practice

Efforts to implement organizational information systems (IS) have evolved through the years from purely technical processes to multi-faceted organizational change activities. Largely in reaction to implementation failures, numerous research models have been developed to prescribe appropriate implementation strategies and tactics. A multiple of such contributions has made the theory quite diverse and somewhat chaotic. This paper presents a survey of implementation models, research approaches, and investigation methods that have surfaced in the literature of the field. Using an implementation framework of Swanson (1988), an eclectic perspective of IS research, and an expert knowledge integration approach, a perspective is proposed that demonstrates the possibility of a unified view of IS implementation theory.     

Information systems use as strategy practice: A multi-dimensional view of strategic information system implementation and use

Information systems (IS) are strategic in so far as they are used to realize strategic intent. Yet, while much has been said about aligning IS functionality with the strategic intent and how to organizationally implement strategically aligned systems, less is known of how to successfully implement strategic change associated with system use – a truly critical challenge within strategic IS implementation. Drawing on a strategy-as-practice perspective we address this gap by developing a multi-dimensional view of IS strategy, conceptualizing three key challenges in the IS strategy process, to explain how and why a paper mill, despite successfully implementing a strategic production management system, failed to produce intended strategic change. We call this outcome strategy blindness: organizational incapability to realize the strategic intent of implemented, available system capabilities. Using a longitudinal case study we investigate how cognitive rigidity of key actors and fixed, interrelated practices shaped the implementation of the new production system. We also identify core components and dynamics that constitute a richer multi-dimensional view of the IS strategy implementation (alignment) process. In particular, we identify three salient factors that contribute to strategy blindness – mistranslation of intent, flexibility of the IT artifact and cognitive entrenchment – and discuss how they affect strategic implementation processes. We conclude by discussing implications of our findings for IS strategy theory and practice, especially the contribution of strategy-as-practice to this stream of research.     

Managers’ noticing of new organizational IT and influences of IT attributes

Utilizing information processing theory as a lens and integrating various literatures, this paper first develops a process-based conceptualization of managers’ noticing of new organizational information technology (OIT) that occurs prior to managers’ sensemaking. Then, using the developed conceptualization as a theoretical grounding, this paper derives propositions regarding the influences of OIT attributes on noticing. This paper contributes to the literature on IT and innovation adoption, technology frame and organizing vision, and managerial cognition and opportunity recognition. This paper concludes by suggesting future research directions and by providing practical guidelines for proponents/detractors of new OIT striving to influence potential adopters’ noticing.     

Can ITIL contribute to IT/business alignment? An initial investigation

Strategic alignment has been viewed as one of the main concerns of management and IT executives. Organizations have realized that in order to achieve competitive advantage, IT needs to be strategically aligned with business objectives. Strategic alignment enables organizations to choose IT applications that meet their needs and as a result, to enhance their profitability and reduce costs. Despite the importance of this matter and a large body of literature written on this subject, it has not yet been identified how it can be successfully achieved and maintained. This paper attempts to provide insight on this matter by investigating an initiative called Information Technology Infrastructure Library (ITIL), which ensures the effective and efficient delivery of IT services. The intention of this research was to identify how effective ITIL was in improving alignment between IT and business objectives. The Strategic Alignment Model (SAM) developed by Henderson and Venkatraman was used for this research. This consists of four parts: IT strategy; business strategy; organizational infrastructure and processes; and IS infrastructure and processes. By placing ITIL in the internal domain of the model as a substitute for the IS infrastructure and processes it has been identified that it has the ability to impact the other three main areas of the model and as result enables alignment between all the four parts of model to be achieved. In addition to the above an empirical study has been conducted in order to further investigate the ability of ITIL in achieving alignment between IT and business objectives. Four participants have been interviewed from three organizations ranging from education and banking to the IT sector. The results of the research indicate that ITIL has potential as an effective approach in achieving alignment.     

The linkage between reporting quality and performance in IS projects

Recent research has suggested that flawed status reporting is a serious concern in IS projects. However, the linkage between reporting quality and project performance has not been empirically confirmed. Our investigation consisted of two complementary studies, both of which employed previously validated measures of reporting quality and project outcomes. The first considered the perceptions of 210 IS project members of the quality of status reports they submitted to their project managers. The second considered the perceptions of 485 IS project managers of the quality of project reports they received from project members reporting to them. Both showed that the perceived quality of project reporting was less than perfect and was significantly associated with project task and psychological outcomes. Moreover, the second study results suggested that reporting quality was also related to organizational outcomes. We offer recommendations for project managers.     

Opportunistic strategy formulation for IS/IT planning

Existing models and frameworks for information systems and information technology (IS/IT) planning are not robust enough to explain or predict strategic gains and many organizations are wary of investing further in their information infrastructure. Because technology is not the only ingredient of success, a complete and rigorous reconsideration of the techniques, options and approaches to IS/IT planning linked to business strategy is needed. It is argued that this can only be achieved through consideration of the recent organizational processes involved for creating a successful IS/IT strategy. This paper reviews aspects of both the literature on business strategy and IS/IT planning and considers case examples from two organizations in which the contrasting outcomes from the same technical innovation illustrate the dynamics of opportunistic strategy formulation.     

Data Warehousing Infusion and Organizational Effectiveness

Data warehousing (DW) has emerged as one of the most powerful technology innovations in recent years to support organization-wide decision making and has become a key component in the information technology (IT) infrastructure. Proponents of DW claim that its infusion can dramatically enhance the ability of businesses to improve the access, distribution, and sharing of information and provide managerial decision support for complex business questions. DW is also an enabling technology for data mining, customer-relationship management, and other business-intelligence applications. Although data warehouses have been around for quite some time, they have been plagued by high failure rates and limited spread or use. Drawing upon past research on the adoption and diffusion of innovations and on the implementation of information systems (IS), we examine the key organizational and innovation factors that influence the infusion (diffusion) of DW within organizations and also examine if more extensive infusion leads to improved organizational outcomes. In this paper, we conducted a field study, where two senior managers (one from IS and the other from a line function) from 117 companies participated, and developed a structural model to test the research hypotheses. The results indicate that four of the seven variables examined in this paper-organizational support, quality of the project management process, compatibility, and complexity-significantly influence the degree of infusion of DW and that the infusion, in turn, significantly influences organization-level benefits and stakeholder satisfaction. The findings of this paper have interesting implications for both research and practice in IT and DW infusion, as well as in the organization-level impact of the infusion of enterprise-wide infrastructural and decision support technologies such as DW.     

The critical success factors for ERP implementation: an organizational fit perspective

Since early 1990s, many firms around the world have shifted their information technology (IT) strategy from developing information systems in-house to purchasing application software such as enterprise resource planning (ERP) systems. IT managers responsible for managing their organization’s ERP implementation view their ERP systems as their organizations’ most strategic computing platform. However, despite such strategic importance, ERP projects report an unusually high failure rate, sometimes jeopardizing the core operations of the implementing organization. This study explores the root of such high failure rate from an “organizational fit of ERP” perspective. Based on the relevant literature, we define the concept of organizational fit of ERP and examine its impact on ERP implementation, together with ERP implementation contingencies. The results from our field survey of 34 organizations show that ERP implementation success significantly depends on the organizational fit of ERP and certain implementation contingencies.     

Assessing and managing the benefits of enterprise systems: the business manager's perspective

This paper focuses on the benefits that organizations may achieve from their investment in enterprise systems (ES). It proposes an ES benefit framework for summarizing benefits in the years after ES implementation. Based on an analysis of the features of enterprise systems, on the literature on information technology (IT) value, on data from 233 enterprise systems vendor‐reported stories published on the Web and on interviews with managers of 34 organizations using ES, the framework provides a detailed list of benefits that have reportedly been acquired through ES implementation. This list of benefits is consolidated into five benefits dimensions: operational, managerial, strategic, IT infrastructure and organizational, and illustrated using perceived net benefit flow (PNBF) graphs. In a detailed example, the paper shows how the framework has been applied to the identification of benefits in a longitudinal case study of four organizations.     

Using organizational influence processes to overcome IS implementation barriers: lessons from a longitudinal case study of SPI implementation

A fundamental tenet of the information systems (IS) discipline holds that: (a) a lack of formal power and influence over the organization targeted for change, (b) weak support from top management, and (c) organizational memories of prior failures are barriers to implementation success. Our research, informed by organization influence, compellingly illustrates that such conditions do not necessarily doom a project to failure. In this paper, we present an analysis of how an IS implementation team designed and enacted a coordinated strategy of organizational influence to achieve implementation success despite these barriers. Our empirical analysis also found that technology implementation and change is largely an organizational influence process (OIP), and thus technical-rational approaches alone are inadequate for achieving success. Our findings offer managers important insights into how they can design and enact OIPs to effectively manage IS implementation. Further, we show how the theory of organizational influence can enhance understanding of IS implementation dynamics and advance the development of a theory of effective IS change agentry.     

Intentionality and power interplay in IS implementation: The case of an asset management firm

This paper evaluates the interplay between intentionality of stakeholders, organizational power and information systems (IS) implementation in the context of an European firm implementing an Enterprise Resource Planning system. We found that the implementation coincided with significant restructuring of power relations within the firm. We also found that the intentions of various stakeholders came to bear in terms of how organizational power got manifested. Our findings suggest a complex interplay between individual intentions and organizational power. Specifically, our study contributes to the literature by providing insights into the systemic nature of organizational power regarding IS implementations and how it relates to individual intentions.