Understanding IS implementation by estimating power of subunits

Abstract

Understanding distribution of intra-organization power can provide useful information about implementation processes and also explanations (or predictions) of events and outcomes. When the implementation of IS/IT is used for both automatisation and business process changes, implementation involves organizational politics. Politics involves the interplay of various groups pursuing different interests while exercising power. Previous research of IS in power is discussed and extended by presenting a framework to measure subunit power. This framework is derived from organizational literature. The value of the framework for IS settings is illustrated by a case study. This framework is found to be useful for mapping relative power distribution at different moments in time. Changes in power distribution help explain a dramatic change in an implementation process. The understanding of relative subunit power is found to provide valuable ex ante information on the likely outcome of an IS implementation project or the possible obstacles an organizational change project might face.