A framework for information systems architecture
IBM Systems Journal
Organizing for CIM: Project management, technology and integration
Computer-Integrated Manufacturing Systems
Why information systems fail: a case study approach
Why information systems fail: a case study approach
Technological frames: making sense of information technology in organizations
ACM Transactions on Information Systems (TOIS) - Special issue on social science perspectives on IS
Transformation of the IT function at British Petroleum
MIS Quarterly
Putting the enterprise into the enterprise system
Harvard Business Review
Power, politics, and MIS implementation
Communications of the ACM
Managers Divided: Organisation Politics and Information Technology Management
Managers Divided: Organisation Politics and Information Technology Management
European Journal of Information Systems
Applications and Extensions of SADT
Computer
The system planning grid: a model for building integrated information systems
IBM Systems Journal
A knowledge-based approach to manage information systems interoperability
Information Systems
The Role of Integration in Health-Based Information Infrastructures
Computer Supported Cooperative Work
Hybrid multi-agent system for knowledge management in distributed control system
HAIS'11 Proceedings of the 6th international conference on Hybrid artificial intelligent systems - Volume Part I
Multi-agent oriented integration in distributed control system
KES-AMSTA'11 Proceedings of the 5th KES international conference on Agent and multi-agent systems: technologies and applications
Method chunks for interoperability
ER'06 Proceedings of the 25th international conference on Conceptual Modeling
A strategic case for e-adoption in healthcare supply chains
International Journal of Information Management: The Journal for Information Professionals
An evaluation of hospital information systems integration approaches
Proceedings of the International Conference on Advances in Computing, Communications and Informatics
Hi-index | 0.00 |
Information systems (IS) Integration is a commonly used term that can mean all things to all people. In a broad sense, the meaning of integration has become synonymous with a utilitarian goal of greater efficiency, effectiveness and competitiveness in organisations. Earlier research indicates that the term integration is a complex construct that may be classified into technical, systems, organisational and strategic aspects; each considered important when adopting any major integrated IS application. Most systems fail, however, due to the lack of emphasis in dealing with complex organisational factors; most of the analytical planning and resource emphasis being directed towards the technical and strategic aspects of the IS. This paper argues that the balance between technical, strategic and organisational analysis must be redressed. Greater emphasis must be placed on developing the domain of organisational analysis to better understand implementation issues concerned with structure, social and historical context, power, politics and culture. A strategic model incorporating three analytical domains (technology, strategy and organisation) for managing the implementation of integrated IS is proposed. The organisational analysis domain is then expanded in order to develop a more balanced framework for identifying structural, social/historical, power/political and cultural issues which may impact the outcome of any integrated IS adoption. The paper concludes by calling for more effort to be focused on developing more pro-active approaches to analyse, model and facilitate organisational change associated with the implementation of integrated IS.