Organizational power and the information services department: a reexamination
Communications of the ACM
In the age of the smart machine: the future of work and power
In the age of the smart machine: the future of work and power
BP Chemicals' commercial system: IT risk and project management
Strategic information systems
Deep structures: real information requirements determination
Information and Management
Becoming part of the furniture: the institutionalization of information systems
Proceedings of the IFIP TC8 WG 8.2 international conference on Information systems and qualitative research
Power, politics, and MIS implementation
Communications of the ACM
Information systems and organizational change
Communications of the ACM
Data warehouse-in-practice: exploring the function of expectations in organizational outcomes
Information and Management
Organizational competence for harnessing IT: A case study
Information and Management
Data warehouse-in-practice: exploring the function of expectations in organizational outcomes
Information and Management
Factors that affect software systems development project outcomes: A survey of research
ACM Computing Surveys (CSUR)
Intentionality and power interplay in IS implementation: The case of an asset management firm
The Journal of Strategic Information Systems
A framework for Chinese Power Games - Political tactics in information systems development processes
Computers in Human Behavior
A Critical Systems View of Power-Ethics Interactions in Information Systems Evaluation
Information Resources Management Journal
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This paper analyzes the failure of an initiative of the Nevada Department of Motor Vehicles (DMV) and Public Safety. It argues that an inability to understand power relationships during systems analysis, design, and implementation has serious implication on the well being of an organization and its business processes; thus, it is a key factor in IS's project failure. The argument is conducted by evaluating various dimensions of power. Lessons are drawn that return to the importance of considering organizational power issues in implementing a successful computer-based system and in realizing an information technology enabled strategic change initiative.