Organizational barriers during the development of Information management systems

• Main Author: E Pham, Toan
• Format: Others
• Language: English
• Published: Högskolan i Gävle, Avdelningen för ekonomi 2015
• Subjects: Information management system development; organizational sub-cultures; counter-implementation strategies; organizational politics; enterprise application
• Online Access: http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-20138

Aim To understand why organizational barriers exist during the development of information management systems or enterprise applications. . This study investigates if organizational barriers actually occur and if so, how we can understand these phenomena. Method Deductive research and exploratory research. Secondary research is evaluated how it is applicable in practice. Qualitative research was applied across multiple subsidiaries. Standardized interviews were conducted among 30 interviewees. As it is exploratory research, this is sufficient to present certain patterns and indications. To support this method, Criterion-based sampling has been applied to ensure appropriate units for this study. Results & conclusion In a competitive environment, subcultural groups tend to be formed to protect similar interests. Rewards were based on power and achievements. By forcing accomplishment of the implementation of the information management system, groups would be rewarded. Others would be negatively affected. Therefore individuals and groups would act on behave of their own even if they would harm co-workers with their actions. Especially, groups without decision power were highly affected by these negative effects. Organizational politics controls the organization’s power. Counter-implementation strategies were identified; when groups tried to act on behave of the shareholder and customers to influence the decision-makers. After many delays, they were unable to prevent the integration of a new Information management system.