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Intentionality and power interplay in IS implementation : The case of an asset management firm

dc.contributor.authorDhillon, Gurpreet S.
dc.contributor.authorCaldeira, Mário
dc.contributor.authorWenger, Mitchell R.
dc.date.accessioned2022-06-28T20:06:58Z
dc.date.available2022-06-28T20:06:58Z
dc.date.issued2011
dc.description.abstractThis paper evaluates the interplay between intentionality of stakeholders, organizational power and information systems (IS) implementation in the context of an European firm implementing an Enterprise Resource Planning system. We found that the implementation coincided with significant restructuring of power relations within the firm. We also found that the intentions of various stakeholders came to bear in terms of how organizational power got manifested. Our findings suggest a complex interplay between individual intentions and organizational power. Specifically, our study contributes to the literature by providing insights into the systemic nature of organizational power regarding IS implementations and how it relates to individual intentionspt_PT
dc.description.versioninfo:eu-repo/semantics/publishedVersionpt_PT
dc.identifier.citationDhillon, Gurpreet S.; Mário Caldeira and Mitchell R. Wenger. (2011). "Intentionality and power interplay in IS implementation: The case of an asset management firm". The Journal of Strategic Information Systems, Vol. 20.No. 4: pp. 438-448.pt_PT
dc.identifier.urihttp://hdl.handle.net/10400.5/24711
dc.language.isoengpt_PT
dc.publisherElsevier B.V.pt_PT
dc.subjectOrganizational Powerpt_PT
dc.subjectIndividual Intentionspt_PT
dc.subjectIS Implementationpt_PT
dc.titleIntentionality and power interplay in IS implementation : The case of an asset management firmpt_PT
dc.typejournal article
dspace.entity.typePublication
rcaap.rightsopenAccesspt_PT
rcaap.typearticlept_PT

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