Abstract
The South African Journal of Information Management explores the latest developments and trends in information and knowledge management to offer research that can be used to further the application of sound information and knowledge management practice.
Highlights
Implementation of computerized information systems (IS) was considered to be a purely technological issue, that is technology installation (Peng, Chen and Lin 2001:55), with the emphasis on ensuring that technology meets user requirements (Southon, Sauer and Dampney 1999:33)
Human issues exist in any type or size of organization and their extent depends on the people involved, while organizational issues may vary widely depending on issues such as organizational culture, politics, size and level of bureaucracy (Lorenzi and Riley 2003:198)
This research considered user perceptions of the implementation of an IS within a bureaucratic environment in order to provide an understanding of the human issues involved
Summary
Implementation of computerized information systems (IS) was considered to be a purely technological issue, that is technology installation (Peng, Chen and Lin 2001:55), with the emphasis on ensuring that technology meets user requirements (Southon, Sauer and Dampney 1999:33). There has since been general acceptance that the implementation of IS within an organization requires consideration of the hard, technical issues, and an understanding of and insight into the soft, organizational and human issues involved in the introduction of technology (Hackney and McBride 1995:17). By highlighting the importance of human action and viewing the organization as a 'living organism with powerful internal forces and conflict', Dahlbom and Mathiassen (1993:120) provide a romantic view of IS implementation that considers it to be 'an organizational political process' that cannot be addressed by providing and rigidly adhering to precise specifications (Du Plooy 1996:4). The mere definition of the human and organizational content of the issues that are to be addressed is a misapprehension of the psychological and organizational complexity of the context in which the implementation takes place (Hornby, Clegg, Robson, Maclaren, Richardson and O'Brien 1992:166)
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