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.
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
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