Abstract
Political behavior is one of the most important factors determining success or failure in the information systems implementation processes (ISIP). This study relies on qualitative case methodology, data collected from the company herein designated as Tahao (anonym), a family-owned, traditional manufacturer in Taiwan. This paper has found 16 kinds of political behavior patterns in ISIP. The paper identifies how these interact and affect the organization and IS outcome, and then how they reproduced the signification, domination and legitimation structure of Tahao, analyzed by Gidden’s Structuation Theory. On a practical level, the detailed descriptions used in this study to describe the political behavior in ISIP can be applied to other organizations which need to build new IS or undertake migration. Moreover, the research finding of this study provides management with fresh insight into political behavior in the ISIP context.
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