Abstract
Effective initiation and execution of strategic information systems/technology (IS/T) projects has become a critical competence for many organizations. One key to this is the ability of the senior executive responsible for IS/T, called the Chief Information Officer (CIO), to obtain peer commitment to implement strategic IS/T projects. This paper explores the barriers and facilitators of peer commitment to the implementation of such projects. Peer commitment barriers and facilitators include the firm's external and internal IS/T environment, appropriateness of the IS/T initiatives, peer relationships, the ability to use the peer's preferred influence behaviors, and post-commitment implementation realities.
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