Abstract
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.
Recommended Citation
Peszynski, Konrad and Saundage, Dilal, "Power, Politics and Legitimacy in Information Systems Implementation: An Ethnographic Study" (2004). ACIS 2004 Proceedings. 81.
https://aisel.aisnet.org/acis2004/81