Large-scale computer implementations and systemic organizational change

Bibliographic Details
Main Author:	Cogan, Richard Brian
Language:	English
Published:	Case Western Reserve University School of Graduate Studies / OhioLINK 2003
Subjects:	Large-scale computer implementations systemic organizational change
Online Access:	http://rave.ohiolink.edu/etdc/view?acc_num=case1054672515

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spelling	ndltd-OhioLink-oai-etd.ohiolink.edu-case10546725152021-08-03T05:30:26Z Large-scale computer implementations and systemic organizational change Cogan, Richard Brian Large-scale computer implementations systemic organizational change This dissertation is based upon the implementation of a manufacturing resource planning (MRP II) system in three divisions of a Fortune 100 company. A multiple-case study methodology with an embedded design is used to examine factors that either facilitate or impede the integration of the computer system into the organization. Key actors in the implementation process are described, with emphasis on the roles of the gatekeeper, champion, sponsor, and boundary spanner or organization development practitioner. The gatekeeper's responsibilities for introducing the technology into the organization are noted. The sponsor is described as an executive who provides resources for the project and helps overcome obstacles to the implementation. The champion is typically a charismatic project leader who garners commitment for the project. A political stage model is presented to show the interrelationships of the gatekeeper's, champion's and sponsor's roles in the initial stages of the implementation process. Reasons for individual and managerial resistance to new automated systems are explored. Cross-functional conflict is documented and reasons to explain it are investigated. Implementation team structures are examined in terms of appropriate membership and their utility for the implementation. The roles that key actors can play in mitigating conflict are described. The pervasive impact of large-scale computer systems on organizational functioning is examined. Multiple levels of interdependency are discussed and the need for new operational philosophies and disciplines is explored. This study concludes that the probability of successful computer implementation increases when strong executive sponsorship is present and a champion leads the implementation efforts. Implications for the roles of the champion, sponsor and organization development practitioner are discussed. 2003-06-06 English text Case Western Reserve University School of Graduate Studies / OhioLINK http://rave.ohiolink.edu/etdc/view?acc_num=case1054672515 http://rave.ohiolink.edu/etdc/view?acc_num=case1054672515 unrestricted This thesis or dissertation is protected by copyright: all rights reserved. It may not be copied or redistributed beyond the terms of applicable copyright laws.
collection	NDLTD
language	English
sources	NDLTD
topic	Large-scale computer implementations systemic organizational change
spellingShingle	Large-scale computer implementations systemic organizational change Cogan, Richard Brian Large-scale computer implementations and systemic organizational change
author	Cogan, Richard Brian
author_facet	Cogan, Richard Brian
author_sort	Cogan, Richard Brian
title	Large-scale computer implementations and systemic organizational change
title_short	Large-scale computer implementations and systemic organizational change
title_full	Large-scale computer implementations and systemic organizational change
title_fullStr	Large-scale computer implementations and systemic organizational change
title_full_unstemmed	Large-scale computer implementations and systemic organizational change
title_sort	large-scale computer implementations and systemic organizational change
publisher	Case Western Reserve University School of Graduate Studies / OhioLINK
publishDate	2003
url	http://rave.ohiolink.edu/etdc/view?acc_num=case1054672515
work_keys_str_mv	AT coganrichardbrian largescalecomputerimplementationsandsystemicorganizationalchange
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Large-scale computer implementations and systemic organizational change

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