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Title: Revisiting the trajectory of IT implementation in organisations: An IT culture perspective
Authors: Abubakre, Mumin Adetunji
Ravishankar, M.N.
Coombs, Crispin
Keywords: IT implementation
IT culture
IT artefact
Vision conflict
Issue Date: 2016
Publisher: © Emerald
Citation: ABUBAKRE, M.A., RAVISHANKAR, M.N. and COOMBS, C., 2016. Revisiting the trajectory of IT implementation in organisations: An IT culture perspective. Information Technology and People, In Press.
Abstract: Purpose - Organisational implementations of information technology (IT) normally fail due to cultural forces that inhibit the usage levels required to facilitate successful IT implementation. This paper explores IT implementation from an IT Culture perspective (Leidner and Kayworth, 2006). In particular, it identifies and follows the trajectory of IT culture archetypes that emerge during the implementation process and further investigates their role in facilitating successful IT implementations. Design/methodology/approach – This research adopts the qualitative single case study approach and draws on the implementation of a management information system (MIS) in a Nigerian global bank. Findings – The findings illustrate three different IT culture archetypes and provide insights into their dynamic nature. The progressive weakening of two IT culture archetypes and the corresponding strengthening of the third archetype shows how initial vision conflicts can get transformed into vision agreements. Originality/value – This paper extends the IT Culture perspective by illustrating how a congruence relationship between IT cultures and IT artefacts can be fostered. The paper shows how diverse IT cultures can develop reasonably quickly in line with initial user experiences of a system. When IT cultures are aligned with the values embedded in IT, positive engagement and usage of the technology results, strengthening the presence of embracing IT cultures.
Description: This paper is in closed access until it is published.
Version: Accepted for publication
DOI: 10.1108/ITP-09-2015-0217
URI: https://dspace.lboro.ac.uk/2134/22200
Publisher Link: http://dx.doi.org/10.1108/ITP-09-2015-0217
ISSN: 1758-5813
Appears in Collections:Closed Access (Business School)

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