Power, politics, and MIS implementation
Communications of the ACM
Electronic Government: Design, Applications and Management
Electronic Government: Design, Applications and Management
Information Systems Research
Journal of Management Information Systems
Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change
Journal of Management Information Systems
Expert Systems with Applications: An International Journal
Electronic Commerce Research and Applications
Advancing Public Trust Relationships in Electronic Government: The Singapore E-Filing Journey
Information Systems Research
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Organizational learning is essential during eGovernment implementation to leverage the benefits of such efforts. However, there is a lack of holistic understanding of organizational learning in IT-related change in public organizations. Motivated by such concerns, we construct a structurational framework that inter-relates elements pertinent to IT-related change from four theoretical perspectives: organizational politics, organizational culture, institutional theory, and organizational learning itself. Inter-relationships between elements of these perspectives are explicated through the notions of structures, modalities, and actions from structuration theory. Guided by the framework, we conducted a case study to examine the organizational learning occurring during a successful eGovernment project. The analysis indicates the inextricable interactions between elements from the different perspectives during the project implementation. The proposed framework offers both theoretical and practical benefits for understanding and facilitating organizational learning in eGovernment projects.