The management of information systems
The management of information systems
Information systems failures—a survey and classification of the empirical literature
Oxford Surveys in Information Technology
Management strategies for information technology
Management strategies for information technology
Soft systems methodology in action
Soft systems methodology in action
Managing information as a corporate resource
Managing information as a corporate resource
Why information systems fail: a case study approach
Why information systems fail: a case study approach
Analysis and Design of Business Information Systems
Analysis and Design of Business Information Systems
Management Information Systems: Organization and Technology
Management Information Systems: Organization and Technology
Strategic Information Management: Challenges and Strategies in Managing Information Systems
Strategic Information Management: Challenges and Strategies in Managing Information Systems
Building the Information-Age Organization: Structure Control and Information Technologies
Building the Information-Age Organization: Structure Control and Information Technologies
Management Information Systems: Strategy and Action
Management Information Systems: Strategy and Action
Corporation of the 1990s: Information Technology and Organizational Transformation
Corporation of the 1990s: Information Technology and Organizational Transformation
ACM SIGCAS Computers and Society
The social responsibility of information systems developers
Socio-technical and human cognition elements of information systems
Information systems as social systems
Critical reflections on information systems
The contribution of critical IS research
Communications of the ACM - Urban sensing: out of the woods
Promoting Success in the Introduction of Health Information Systems
International Journal of Enterprise Information Systems
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This paper sets out to question established practice in the design and implementation of information systems. It focuses on the systems development process and the interactions that take place between the various groups involved in that process. It will be argued that systems development activities are interest-based in nature to the extent that an 'unholy alliance' is struck between the interested parties. The usual methods applied to (medium-to large-scale) systems development are formalised and mechanistic and tend to ignore the wider social and organisational issues involved. This bias and partialness often results in dysfunctional outcomes which have negative consequences for those using the systems and their organisations. The dysfunctional effects are explored through a consideration of three recently considered case studies. The authors identify a form of technical subterfuge whereby technical experts, in an attempt to compensate for their own lack of change management expertise, project a false image of their knowledge and its representativeness of the wider context. We have referred to this phenomenon as 'virtual know-how'. The paper concludes by suggesting that creation of a change management space, that moves beyond merely technical issues, is a necessary but badly neglected element of systems development practice.