Why information systems fail: a case study approach
Why information systems fail: a case study approach
Information systems innovation among organizations
Management Science
A set of principles for conducting and evaluating interpretive field studies in information systems
MIS Quarterly - Special issue on intensive research in information systems
Enterprise resource planning: cultural fits and misfits: is ERP a universal solution?
Communications of the ACM
Designing Complex Organizations
Designing Complex Organizations
Corporation of the 1990s: Information Technology and Organizational Transformation
Corporation of the 1990s: Information Technology and Organizational Transformation
The Assimilation of Knowledge Platforms in Organizations: An Empirical Investigation
Organization Science
A Longitudinal Field Study of Training Practices in a Collaborative Application Environment
Journal of Management Information Systems
Understanding Business Process Change Failure: An Actor-Network Perspective
Journal of Management Information Systems
Journal of Management Information Systems
Business Analytics and Competitive Advantage: A Review and a Research Agenda
Proceedings of the 2010 conference on Bridging the Socio-technical Gap in Decision Support Systems: Challenges for the Next Decade
International Journal of Enterprise Information Systems
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Organizations incur substantial costs in managing organizational changes associated with the implementation of information systems (IS). However, the relationship between organizational changes and IS implementation costs is not well understood. Extending current research on IS-enabled organizational change, we draw on configuration theory to develop propositions identifying drivers of IS implementation costs. To test the propositions, we analyze the changes and implementation costs involved in three IS implementation initiatives. The analysis confirms that interdependencies between changes are key drivers of IS implementation costs. Implications for theory and practice are discussed.