Organizational resistance to EIS development : A multiple case study

Research output: Chapters, Conference Papers, Creative and Literary Works (RGC: 12, 32, 41, 45)32_Refereed conference paper (with ISBN/ISSN)Not applicablepeer-review

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Detail(s)

Original languageEnglish
Title of host publicationAMCIS 1999 Proceedings
PublisherAssociation for Information Systems
Pages686-688
Publication statusPublished - Aug 1999

Conference

Title5th Americas Conference on Information Systems (AMCIS 1999)
PlaceUnited States
CityMilwaukee
Period13 - 15 August 1999

Abstract

Executive Information Systems' (EIS) implementations are political because they offer an opportunity to change the organizational power structure. EIS developers who ignore this issue when implementing an EIS are bound to fail. After all, these systems are targeted at the organization's most influential executives, and thus have profound commercial, organizational and political implications. The change in information availability brought about by an EIS implementation can, in turn, lead to feelings of resentment, concern and resistance among other members of the organization. Therefore, an important issue in EIS implementation is the organization's receptiveness to the changes which are likely to be effected by the EIS. This paper reports on the failure of two organizations to successfully implement an EIS against organizational resistance. What makes these cases interesting is not the issue of organizational resistance, but the fact that they failed against the will of its top executives, apparently brought about by the information systems' contradicting the prevailing management systems.

Citation Format(s)

Organizational resistance to EIS development : A multiple case study. / Poon, Po Po ; Wagner, Christian.

AMCIS 1999 Proceedings. Association for Information Systems, 1999. p. 686-688.

Research output: Chapters, Conference Papers, Creative and Literary Works (RGC: 12, 32, 41, 45)32_Refereed conference paper (with ISBN/ISSN)Not applicablepeer-review