Change implementers’ resistance : considering power and resistance in IT implementation projects

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Change implementers’ resistance : considering power and resistance in IT implementation projects

McKay, Judy, Marshall, Peter, Grainger, Nick and Hirschheim, Rudy 2012, Change implementers’ resistance : considering power and resistance in IT implementation projects, in ACIS 2012 : Location, location, location : Proceedings of the 23rd Australasian Conference on Information Systems 2012, ACIS, [Geelong, Vic.], pp. 1-12.

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Title	Change implementers’ resistance : considering power and resistance in IT implementation projects
Author(s)	McKay, Judy Marshall, Peter Grainger, Nick Hirschheim, Rudy
Conference name	Australasian Conference on Information Systems (23rd : 2012 : Geelong, Victoria)
Conference location	Geelong, Victoria
Conference dates	3-5 Dec. 2012
Title of proceedings	ACIS 2012 : Location, location, location : Proceedings of the 23rd Australasian Conference on Information Systems 2012
Editor(s)	Lamp, John orcid.org/0000-0003-1891-0400
Publication date	2012
Conference series	Australasian Conference on Information Systems
Start page	1
End page	12
Total pages	12
Publisher	ACIS
Place of publication	[Geelong, Vic.]
Keyword(s)	resistance IT project management power systems implementation
Summary	Resistance is normally characterized as a set of behaviours located in and belonging to change recipients. Such behaviours are seen to thwart the legitimate aims of both change strategists and the change agents who implement systems and the associated organisational change on the strategists' behalf. However, results from our case study research indicate that resistance can be a property not only of change recipients’ behaviour, but also of change agents and change strategists. The resistance behaviours identified included the failure to follow a prescribed corporate method and template, a refusal to help or listen, a refusal to fix known problems, the display of an adversarial, confrontational, and/or condescending attitude, subversiveness, a poor work ethic, and a refusal to meet requests. This paper argues for a revised conceptualization of resistance as a behaviour that can be demonstrated by any IT project stakeholders, that cannot be divorced from considerations of power in the IT project context.
Notes	Reproduced with the kind permission of the copyright owner.
Language	eng
Field of Research	089999 Information and Computing Sciences not elsewhere classified
Socio Economic Objective	970108 Expanding Knowledge in the Information and Computing Sciences
Related work	DU:30049020
Copyright notice	©2012, The Authors/ACIS
Persistent URL	http://hdl.handle.net/10536/DRO/DU:30049124

Document type:	Conference Paper
Collections:	ACIS : Proceedings of the 23rd Australasian Conference on Information Systems 2012 Open Access Collection


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