Deakin home > Deakin University Library > Deakin Research Online > Power, politics and legitimacy in information systems implementation : an ethnographic study
Openly accessible

Power, politics and legitimacy in information systems implementation : an ethnographic study

Peszynski, Konrad J. and Saundage, Dilal 2004, Power, politics and legitimacy in information systems implementation : an ethnographic study, in Proceedings of the 15th Australasian Conference on Information Systems, Australasian Conference on Information Systems, Hobart, Tas., pp. 1-10.

Attached Files (Some files may be inaccessible until you login with your Deakin Research Online credentials)
Name Description MIMEType Size Downloads
saundage-powerpolitics-2004.pdf Published version application/pdf 696.72KB 19

Title Power, politics and legitimacy in information systems implementation : an ethnographic study
Author(s) Peszynski, Konrad J.
Saundage, Dilal
Conference name Australasian Conference on Information Systems (15th : 2004 : Hobart, Tas.)
Conference location Hobart, Tas.
Conference dates 1-3 Dec. 2004
Title of proceedings Proceedings of the 15th Australasian Conference on Information Systems
Editor(s) Elliot, S.
Williams, M.-A.
Williams, S.
Pollard, C.
Publication date 2004
Conference series Australasian Conference on Information Systems
Start page 1
End page 10
Total pages 10
Publisher Australasian Conference on Information Systems
Place of publication Hobart, Tas.
Keyword(s) IS implementation
power
politics
legitimacy
Summary Systems implementation is inherently a political process. However, the majority of the literature in the area of systems implementation takes a simplistic look at factors attributed to success. These studies provide empirical evidence that “human factors” such as “top management support” contribute to a successful implementation. Rather than accept this, we challenge this view and explore two “human” issues – power and legitimacy inside systems implementation. By exploring the implementation of a learning management system at the University of New Zealand, issues such as power and legitimacy affect the way an implementation team collaborates. Systems implementation is a complex and messy process and we need to understand the implementation process, acknowledging that top management support is not always necessary to “successfully” implement a system.
Notes Reproduced with the kind permission of the copyright owner.
ISBN 1864876948
9781864876949
Language eng
Field of Research 080609 Information Systems Management
HERDC Research category E1 Full written paper - refereed
Copyright notice ©2004, The Authors
Persistent URL http://hdl.handle.net/10536/DRO/DU:30005322

Document type: Conference Paper
Collections: School of Information Systems
Open Access Collection
Connect to link resolver
 
Unless expressly stated otherwise, the copyright for items in Deakin Research Online is owned by the author, with all rights reserved.

Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.

Versions
Version Filter Type
Access Statistics: 435 Abstract Views, 19 File Downloads  -  Detailed Statistics
Created: Mon, 07 Jul 2008, 09:48:15 EST