While systems development can be usefully conceived as a process of negotiation, there are many occasions when actions are legitimised not because they reflect the outcome of a bargaining process, but because those with authority utilise power derived from their hierarchical position or their perceived expertise. Here these issues are examined.
Hocking, Lynley, "Expert and Hierarchical Authority in a Systems Development Project" (1998). AMCIS 1998 Proceedings. 23.