Abstract

In this paper, we report on the implementation of a public information systems (IS) project in Bangalore, India. Our analysis of the Bangalore One (B1) project demonstrates the deployment of both formal and informal control mechanisms at different stages of the project. The use of informal control mechanisms to establish control over several crucial processes serves to highlight the contextual aspects of the project. The findings suggest that unique local contexts within the emerging economies in Asia drive the adoption of informal control modes even if highly influential western theories of management and organization propose more formal methods. However, the information asymmetries which underpin informal control modes inevitably raise questions about transparency even if the project is largely a success. The findings also draws attention to an important fact: the notion of transformation, particularly in the case of developing nations in Asia is context dependant and project evaluation mechanisms therefore need to draw on broader sociological frameworks when assessing transformation.

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