Key stakeholders dissent and their influences in the reframing of strategic intent in is-enabled organizational transformation

This paper explores the dynamics between key dissenters and governing agency in the reframing of strategic intent during IT implementation. This topic has not been addressed in the context of Information Systems driven Organizational Transformation (ISOT). Through a longitudinal case study of a telecommunication operator, this paper contributes to our understanding of how key stakeholder engagement can influence the reframing of strategic intent in an ISOT with positive outcomes. Our empirical analysis revealed that strategic intent for the ISOT must address organizational realities otherwise key organizational stakeholders will resist and employ a wide range of influences processes and tactics to overcome obstacles. Dissent and debate had a positive impact on the ISOT, contributing to a more effective strategy framing. Building on organizational influence theory and ISOT literature, this research reveals a complex set of interlocking dynamic processes composed of loosely coupled strategic intent dimensions that are reframed and evolve at different paces.