An institutional perspective on developing and implementing intranet- and internet-based information systems

Abstract.  This paper adopts a constructivist, case-based research strategy to examine the development and implementation of intranet- and internet-based information systems (IS) in a single organization. Institutional theory is used to describe, explain and understand the commitments of social actors in the development of web-based IS. The findings illustrate that: (1) social and organizational problems similar to those that beset 'traditional' IS development arise in the development and implementation of web-based IS; (2) 'top-down' development and implementation strategies give rise to more conflict and change management problems than 'bottom-up' approaches; and (3) fostering high levels of commitment to organizational imperatives is key to the successful development and implementation of web-based IS.     

RefModPM: A Conceptual Reference Model for Project Management Information Systems

Project management information systems have changed considerably in the last decade. Today they go far beyond traditional scheduling as well as resource management. These systems have become comprehensive information systems (IS) that support the entire life cycle of projects, project programmes and project portfolios. In this context, project-oriented organizations face a new challenge: the design, implementation and operation of such information systems has become increasingly complex, since numerous processes have to be considered, diverse stakeholder interests taken into account and corresponding software systems selected. The reference model for project management IS (RefMod^PM) presented here addresses these challenges and aims to support corresponding implementation projects. This article introduces RefMod^PM by discussing its construction process and evaluation, as well as providing an overview of its architecture and presenting one part of the reference model in detail.     

The development of strategic information systems: some case studies and research proposals

The strategic potential of information systems (IS) is widely recognised. However, there is a need to understand better the process leading to strategic IS applications and the way in which it may be affected by the context. This paper presents four case studies of the decision making, design and development, and implementation processes leading to strategic, intra-organizational systems. These cases are used to develop a set of general and contingency propositions about the strategic IS development process. The general propositions represent a longitudinal model of the role of senior management during various phases of the process, while the contingency propositions relate the nature of the process to four contextual factors, namely the organization's size, environmental uncertainty, the sector to which the organization belongs, and the maturity of its IS function. These propositions should serve as a basis for future empirical research on strategic IS development.     

Using resource-based theory to interpret the successful adoption and use of information systems and technology in manufacturing small and medium-sized enterprises

The purpose of this paper is to consider how resource-based theory can be used to explain success with the adoption and use of information systems and information technology (IS/IT) in manufacturing small and medium-sized enterprises (SMEs). A number of authors have explored the applicability of resource-based theory to the IS/IT domain, mainly at a conceptual level. Overall they infer that the key differentiators for long-term successful IS/IT deployment reside within the internal context of an organisation, based on organisational competences. This paper is based on in-depth case study research in 12 Portuguese manufacturing SMEs, which identified two factors that, from the empirical evidence, appeared to be the determinants of the different levels of success in IS/IT adoption and use. These factors were also primarily associated with the internal context of the organisations. Therefore, the findings were analysed from the perspective of resource-based theory, to understand why and how the attributes of these factors caused the differential levels of IS/IT success in the firms studied.     

Information management in the global enterprise: an organising framework

Much has been written over the last decade on managing global enterprises. While the predominant concern of this literature has been strategic in orientation, the management of information is a neglected area. By drawing on a diverse range of literature in the international business, strategic management, organization design, and information system (IS) disciplines this paper develops a conceptual framework for analysing information management in the global enterprise, providing a basis for organising existing literature on the topic and for creating a map of the field. This framework is structured around four domains: global business drivers, global business strategy, global business model and global information strategy. It highlights the role of information technology (IT) as supporting global business strategies while at the same time IT can also be a major catalyst in the globalisation process itself. In the context of the global information strategy, the paper develops a distinction between business infostructure, IT infrastructure and the IS/IT suprastructure. Significant relationships between the four domains of the framework are surfaced and an agenda for action developed.     

Workarounds in the use of IS in healthcare: A case study of an electronic medication administration system

Healthcare information systems such as an Electronic Medication Administration System (EMAS) have the potential to enhance productivity, lower costs, and reduce medication errors. However, various issues have arisen from the use of these systems. A key issue relates to workarounds as a result of a misfit between the new information system (IS) implementation and existing work processes. However, there is a lack of understanding and studies on healthcare IS workarounds and their outcomes. This paper applies the theoretical perspectives of accommodation to misfit and IS evolution to understand the phenomenon through an in-depth case study of an EMAS implemented in a large public hospital. Based on the findings, it develops a process framework to explain how the benefits, issues, and workarounds inter-relate and determine the impacts of the system. The findings have implications for research and practice on workarounds in the use of healthcare IS.     

Structuration bridging diffusion of innovations and gender relations theories: a case of paradigmatic pluralism in IS research

This paper discusses the adoption of a pluralist theoretical framework – one that is also multiparadigmatic – for conducting and publishing information system (IS) research. The discussion is illustrated by a single case study involving the Australian cotton industry. The theoretical framework is informed by three sociological theories, each with its particular paradigmatic assumptions: structuration theory as a meta‐theory, and diffusion of innovations and gender relations as lower‐level theories from notionally opposing paradigms. Theoretical pluralism helped to produce rich findings, illuminating both the social nature of women farmers' roles, the materiality of the cotton farming context, the characteristics of the decision support systems in use and the recursive way in which human agency and institutional pressures shape each other. Because users of so‐called divergent paradigms often face criticism based on the incommensurability issue, one of the main contributions of this paper is to discuss the value of a pluralist and multiparadigmatic theoretical framework in dealing with complex IS social phenomena.     

Four integration patterns: a socio-technical approach to integration in IS development projects

This paper aims to contribute to a theory of integration within the field of information systems (IS) project management. Integration is a key IS project management issue when new systems are developed and implemented into an increasingly integrated information infrastructure in corporate and governmental organizations. Expanding the perspective of traditional project management research, we draw extensively on central insights from IS research. Building on socio-technical IS research and software engineering research, we suggest four generic patterns of integration: big bang, stakeholder integration, technical integration and socio-technical integration. We analyse and describe the advantages and disadvantages of each pattern. The four patterns are ideal types. To explore the forces and challenges in these patterns, three longitudinal case studies were conducted. In particular we investigate the management challenges for each pattern. We find that the patterns are context-sensitive and describe the different contexts where the patterns are applicable. For IS project management, the four integration patterns are a contribution to the management of integration risks – extending the vocabulary for assessing and mitigating these risks in IS development. For practitioners the four integration patterns represent an analytical framework to be used in planning modern IS development projects.     

Management of information systems: Insights from accounting research

This paper advances our knowledge of information systems (IS) management by applying ideas and insights from accounting. An integrative cost–benefit framework is developed and applied to four areas of research: chargeback, outsourcing, decision support, and business process re-engineering and improvement. We show that the accounting literature contributes significantly to scholarship on the management of IS.     

Dialectical hermeneutics: a theoretical framework for the implementation of information systems

Abstract. Despite the proliferation of information technology, the implementation of information systems remains problematic. Many systems fail to live up to expectations and some end up as disasters. Research on implementation has been conducted for the past two decades, but no theoretical framework for IS implementation has been widely accepted. This paper proposes dialectical hermeneutics as a theoretical framework for IS implementation research. Dialectical hermeneutics, as an integrative theoretical framework, combines both interpretive and critical elements, and addresses those social and organizational issues which are critical to the successful implementation of information systems. The case study research method was used to examine the implementation of systems in three organizations.     

A contingency framework for the investigation of information systems failure

Despite the increasing sophistication of information technologies, information systems (IS) continue to fail either during development, or at the points of implementation and use. This paper argues that effective practices to deal with, or prevent, such failure require wider organizational awareness and a deeper understanding of the nature, phenomena and implications of IS failure. The paper suggests that the social nature of IS needs to be a central feature in the study, analysis and action to mitigate failure. Following this view, context plays a significant role in the development of an understanding of failure incidents and in the adoption of relevant action. These concerns can be accommodated within a contingency perspective for the investigation of IS failure. The paper proposes a framework of concepts that support this perspective and then moves on to provide examples of how such a perspective could inform study of, and action upon, IS failure.     

Quality of IS use

The importance of skills to use information systems (IS) seems to be well understood, but surprisingly only moderately studied. Research on IS adoption has concentrated mainly on the implementation and phases prior to implementation. Post-implementation behaviour has played a minor role. Further, post-implementation studies have concentrated more on usage and user satisfaction rather than the abilities required to use IS in an organizational context. Here we address the emergent issue of the skills to use IS. The research objective is to assess levels of skill in using microcomputer software packages and to understand the role of skills in an organizational context. To fulfill the research objective a case study has been conducted. The results suggest that IS abilities which support work might be at an alarmingly low level although IS usage seems to be active.     

From product-centric to customer-centric services in a financial institution – exploring the organizational challenges of the transition process

This research aims to contribute to an increased understanding of the strategic, cultural and other organizational challenges in a transition process from product-centric to customer-centric services. The paper describes an exploratory case study, conducted in a complex financial services organization in the context of their customer-facing services. The transition process was examined through the theoretical lens of Work System Theory (WST), following the argument made by previous researchers that service systems could be seen as work systems. This holistic theory enabled us to capture the three key phases of the transition process as work systems snapshots and through their evolving relationships show the manner in which the transitions occurred from one phase to another. This innovative approach provided the researchers with an in-depth insight into key issues related to organizational environment, strategy, customers, products and services, processes and activities, participants, and information and technologies – all relevant for each phase of the transition process. This research contributes to both information systems (IS) and service science research, bringing the key service research priority of “service infusion” to the attention of IS researchers.     

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.     

The organizational fit of information systems

Abstract. One can expect that the fit, match or congruence between an information system and its organizational context will be of increasing importance as information systems become more and more integral parts of organizations. Existing IS research has largely neglected the theoretical analysis of the concept 'fit', however, even though it has been widely used in a 'pre-theoretical' sense. The analysis of the concept of 'organizational fit of an information system' put forward in this article is essentially based on the recent analysis of 'fit' in contingency theory, suggesting three interpretations for the concept: a selection approach, an interaction approach and a systems approach. A review of the IS literature on the organizational fit of information systems indicates a lack of any cumulative tradition in existing empirical contingency research into information systems and dominance of the selection approach. Because of the two limitations, this paper regards any definite assessment of the potential prospects of contingency research into information systems as overhasty and proposes a framework for future research into the situation dependence and organizational fit of information systems which integrates contingency research into information systems, contingency research into IS impacts and contingency research into the IS adoption (development/implementation) process.     

The turnaround of the London Ambulance Service Computer-Aided Despatch system (LASCAD)

The implementation of the Computer-Aided Despatch system at the London Ambulance Service has been one of the most notorious cases of failure within the information systems (IS) literature. What is less well known is that there followed, some time later, a much more successful implementation, described as a turnaround. This paper, based on a case study approach, describes the context and detail of that implementation. A framework from the literature, used in an analysis of the initial failure, is used to analyse and compare the similarities and differences in the development of the two systems. The framework provides four interacting elements and relationships for analysis. These elements are Supporters, Project Organisation, Information System, and the Environment in which they operate. The turnaround system was found to address directly almost all the issues identified as problematic in the failure. These included the approach taken by management to understand the needs of users, including issues unrelated to the system itself, their involvement in the development process, an improvement in the availability of resources (brought about in some part because of the previous failure), the ability to follow a relaxed timeline driven by users' acceptance levels, the preparation of infrastructure projects to develop confidence, participation and prototyping, thorough testing, phased and simple implementation, and trust building. Certain environmental factors could not be so directly addressed but nevertheless were overcome by attention to detail and internal needs. Conclusions indicate that the factors addressed are not new and are to be found in the success literature. What is unusual is that they were implemented in this case in such unlikely circumstances.     

There’s More to Information Systems Development than Structured Approaches: Information Requirements Analysis as a Socially Mediated Process

Information systems (IS) development approaches are considered with particular reference to those aspects of the process most concerned with the determination of information requirements. The majority can be classified as adopting a unitary, objective perspective. This perspective fails to recognise the interpretative, inter-subjective nature of information and the importance of informal as well as formal data-processing systems. This paper aims to contribute to the discussion on socio-technical and soft approaches to IS development by providing a contrasting perspective on information requirements analysis as a process which is socially mediated. A framework is developed which places information requirements analysis in the context of strategic IS development. This locates social communication networks centrally in this process and raises implications for the practice of IS development, and of information requirements analysis.     

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.     

Critical reflection in planning information systems: a contribution from critical systems thinking

This paper presents a methodological framework to support the process of information systems (IS) planning in organizations. It draws on the ideas of critical systems thinking (CST), a research perspective that encourages the analysis of stakeholders' understandings prior to the selection and implementation of planning methods. The framework emphasizes continuous identification of concerns from stakeholders, and facilitates critical reflection in the exploration of possibilities for improvement. Some of these possibilities might require the support of IS and communication technologies. To define the framework, two systems theories are used: boundary critique and autopoiesis. The first one enables critical reflection on values and assumptions about potential situations or marginalization. The second one fosters continuous dialogue, listening and mutual collaboration between participants. With these theories, the framework enables people to reflect on issues of inclusion, exclusion and marginalization, and to participate in the design of plans for improvement. Ultimately, the definition of this framework suggests the importance of critical reflection about ethics to improve the practice of IS planning.     

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.