The influence of organizational culture on the outcome of an IS implementation

Abubakre, M ORCID: 0000-0001-5481-1149, Coombs, C and Ravishankar, MN, 2014. The influence of organizational culture on the outcome of an IS implementation. In: 35th International Conference on Information Systems (ICIS 2014), Auckland, New Zealand, 14-17 December 2014.

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Abstract

A number of information system (IS) studies have adopted organizational culture (OC) theory to investigate IS implementations. The studies highlight that members will reach consensus or agreement in the use of an IS but also experience inevitable tensions and ambiguities in the use of the IS. However, literature related to IS implementation/OC has rarely examined the influence that the saliency of specific cultural practices may have on the success or failure of IS implementations. Using a case study approach, we adopted the “soft positivism” research philosophy to collect data, underpinned by Martin’s (1992) integration and differentiation perspectives of OC to study organizational implementation of an IS. These perspectives served as interpretive lenses through which to explain how members’ salient behaviors towards an IS evolved during the implementation process. Our study augments the IS implementation/OC literature by demonstrating how salient cultural practices influence the outcome of IS implementation

Item Type: Conference contribution
Creators: Abubakre, M., Coombs, C. and Ravishankar, M.N.
Date: December 2014
Divisions: Schools > Nottingham Business School
Depositing User: EPrints Services
Date Added: 28 Oct 2015 10:34
Last Modified: 09 Jun 2017 13:56
URI: http://irep.ntu.ac.uk/id/eprint/26067

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