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.
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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.
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