Abstract
There is much evidence that top management support is the single most important determinant of IS project success. This is especially the case in complex and large-scale IS projects. Surprisingly however, despite its crucial importance there is only limited knowledge of the types of behaviour associated with top management support and the reasons for low support levels. This research aims to address this gap by focussing on two questions: (1) Which types of behaviour constitute the top management support for strategic IS projects? and (2) Why do managers sometimes fail to provide this support? To answer these questions, we analyzed the top management support during enterprise system implementations in five different organizations. We conducted cross-case analyses to determine the range of behavioural approaches associated with this concept. Based on our research questions, we propose a taxonomy that includes six categories of supportive behaviour of top management, from which potential reasons can be derived to either support or non-support strategic IS projects.Keywordsstrategic IStop management supportimplementationmanagement of change
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
