An investigation of user-led system design: rational and political perspectives
Communications of the ACM - Special section on management of information systems
Managing I/S design teams: a control theories perspective
Management Science
Why information systems fail: a case study approach
Why information systems fail: a case study approach
Sequential patterns in information systems development: an application of a social process model
ACM Transactions on Information Systems (TOIS)
Computerization and controversy (2nd ed.): value conflicts and social choices
Computerization and controversy (2nd ed.): value conflicts and social choices
Leveraging the new infrastructure: how market leaders capitalize on information technology
Leveraging the new infrastructure: how market leaders capitalize on information technology
Social Analyses of Computing: Theoretical Perspectives in Recent Empirical Research
ACM Computing Surveys (CSUR)
Power, politics, and MIS implementation
Communications of the ACM
Principles of Information Systems for Management
Principles of Information Systems for Management
Two conflict potentials during IS development
Information and Management
Reconceptualizing the Context-Design Issue for the Information Systems Function
Organization Science
The Impact of Organizational Politics on Information Systems Project Failure: A Case Study
HICSS '96 Proceedings of the 29th Hawaii International Conference on System Sciences Volume 4: Organizational Systems and Technology
Information systems project management: an agency theory interpretation
Journal of Systems and Software
Information and Management
IS Planning autonomy in US subsidiaries of multinational firms
Information and Management
Deploying Common Systems Globally: The Dynamics of Control
Information Systems Research
Corporate governance of IT: a framework for development
Communications of the ACM
Journal of Management Information Systems
Information Systems Frontiers
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Disaster management information systems for international humanitarian relief are developed in contexts involving local, national and inter-governmental organizations together with local and international non-governmental organizations (NGOs). While the multi-organizational nature of disaster response is known to create challenges for information systems development, to date, less attention has been paid to their multi-level nature. This research sheds light on the implications of multi-level governance for disaster information systems development by integrating political science and information systems theories of multi-level governance. The integrated theoretical framework is then used to analyze a case study of a system development effort undertaken by a multi-organizational coordination body consisting of the headquarters of six large, international humanitarian relief agencies, together with their country offices in a Central American country. This research finds that multi-level governance can both negatively and positively influence information systems development. In a multi-level governance arrangement, authority for a systems development project may be diffuse and may change. The transfer of resources from higher to lower levels is key factor, as these resources help local organizations overcome resource constraints to collaboration. The initial outcome of coercion by higher levels of authority may be resistance, however over time the outcome can change to compliance.