Information systems failures—a survey and classification of the empirical literature
Oxford Surveys in Information Technology
People and computers: how to evaluate your company's new technology
People and computers: how to evaluate your company's new technology
Joint application design: how to design quality systems in 40% less time
Joint application design: how to design quality systems in 40% less time
Information technology and organisational change
Information technology and organisational change
Why information systems fail: a case study approach
Why information systems fail: a case study approach
The inertial impact of culture on IT implementation
Information and Management
Management Information Systems
Management Information Systems
Information systems development as emergent socio-technical change: a practice approach
European Journal of Information Systems - Special issue: From technical to socio-technical change: Tackling the human and organizational aspects of systems development projects
Analysis of systems development project risks: an integrative framework
ACM SIGMIS Database
Informative global community development index of intelligent city
WSEAS Transactions on Information Science and Applications
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The organisational application of information technology commonly evokes a wide variety of impacts upon the enterprise as a whole, and the individual members of staff affected by it. However, there is much evidence to suggest that the identification and management of such impacts, which is typically referred to as the treatment of organisational issues, is poorly handled in practice. The primary aim of the research project, described in this chapter, was to develop a proactive approach to the analysis of organisational impacts. The aim of the approach, which is presented as a flow diagram, is to clearly articulate the sequence of activities that have to be undertaken and the decisions that need to be addressed to ensure that all organisational issues are treated effectively. This approach has been formulated from an extensive review of the literature, and the authors' experience working in this domain for the past six years. It is argued that this approach may well succeed, where many of its predecessors have failed, as it complements, rather than replaces, existing development tools and methods. Moreover, as this approach adopts a common-sense perspective, it should be relatively easy to learn and apply. Finally, it benefits from adopting a proactive, flexible and coherent approach to the treatment of organisational issues.