Intentionality and power interplay in IS implementation: The case of an asset management firm
This paper evaluates the interplay between intentionality of stakeholders, organizational power and information systems (IS) implementation in the context of an European firm implementing an Enterprise Resource Planning system. We found that the implementation coincided with significant restructuring of power relations within the firm. We also found that the intentions of various stakeholders came to bear in terms of how organizational power got manifested. Our findings suggest a complex interplay between individual intentions and organizational power. Specifically, our study contributes to the literature by providing insights into the systemic nature of organizational power regarding IS implementations and how it relates to individual intentions.
is implementation organizational power individual intentions