Where now for development methodologies?
Communications of the ACM
HICSS '01 Proceedings of the 34th Annual Hawaii International Conference on System Sciences ( HICSS-34)-Volume 8 - Volume 8
Engagement of external expertise in information systems implementation
Journal of Management Information Systems - Special section: Strategic and competitive information systems
The DeLone and McLean Model of Information Systems Success: A Ten-Year Update
Journal of Management Information Systems
Critical success factors in the alignment of IS plans with business plans
International Journal of Information Management: The Journal for Information Professionals
International Journal of Information Management: The Journal for Information Professionals
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This study examines the role of power and politics in systems implementation. Current literature misses the complexities involved in systems implementation through human factors and the political nature of systems implementation and is simplistic in nature. The concept of power relations, as proposed by Foucault 1977, 1978, has been utilised by the authors to identify the dynamic nature of power and politics. A case study of the implementation of an enterprise-wide learning management system at Newlands University is presented and analysed using social dramas to distinguish between the front stage issues of power and hidden discourses. Challenges for power are acted out in the front stage, or public forums between various actors. The social dramas, as they have been described here, are superfluous to the discourse underpinning the front stage. Furthermore, the enactment of policy legitimises power and establishes the discourse, limiting resistance.