This paper presents a case study of an information system (IS)implementation in a new university. A successful implementationwas anticipated but was not achieved. The designers were satisfiedwith the system but secondary users were dissatisfied and frustratedby restricted system access. An examination of the university'sculture and management structure reveals strong political reasonsfor the primary users to exert power over the secondary users.Markus's (1983) interpretation of interaction theory is used todiscuss the political implications of the system design. It isconcluded that senior management must be aware of the broad implicationsof information systems adoption in their organizations, and understandthe potential for designers to use systems as sources of power. The case is significant as it is evaluated from the perspectiveof both user groups, using a framework derived from the literatureon systems implementation and information systems failure. Thestudy shows how a single system can be a success and a failuresimultaneously