Strategic information systems: myths, reality and guidelines for successful implementation
European Journal of Information Systems
Ecological studies of professional programmers
Communications of the ACM
Information systems development and data modeling: conceptual and philosophical foundations
Information systems development and data modeling: conceptual and philosophical foundations
From theory to practice or how not to fail in developing information systems
ACM SIGSOFT Software Engineering Notes
Clearing the way for physicians' use of clinical information systems
Communications of the ACM
Software failure: management failure: amazing stories and cautionary tales
Software failure: management failure: amazing stories and cautionary tales
Jumpstarting the information design for a community network
Journal of the American Society for Information Science
Viewpoint: choosing appropriate information systems research methodologies
Communications of the ACM
The control of information systems developments after implementation
Communications of the ACM - Special section on management of information systems
Managing Systems Development
Interpreting Information Systems in Organizations
Interpreting Information Systems in Organizations
Journal of Management Information Systems
Organisational influences on attitudes in mandatory system use environments: a longitudinal study
International Journal of Business Information Systems
Representations and actions: the transformation of work practices with IT use
Information and Organization
Shared services: towards a more holistic conceptual definition
International Journal of Business Information Systems
| Hi-index | 0.00 |
Metaphors have been used widely by researchers for sense making in organisations. In this paper, we present the findings of research which employs Morgan's metaphors in order to chart the distribution of assumptions and social behaviour among Information Systems (IS) developers, during IS development and implementation, in a UK National Health Service (NHS) organisation. We present the findings of a longitudinal interpretive case study. There are a limited number of interpretive case studies that look at organisational factors associated with systems development, which we regard as an oversight given the extent of system failure reported in the IS literature. Our findings highlight the predominance of certain metaphors that influence the behaviour of key stakeholders involved in IS development. We conclude that the use of metaphors for analysis in IS development provides important insights into the attitudes and behaviours of key organisational stakeholders and reveals the impact of these on the IS development.