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Actors and structure in IS projects: What makes implementation happen?

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  • Borum, Finn
  • Christiansen, John K.

Abstract

Several "perspectives" are assumed to be required in order to reach a sufficient understanding of complex (implementation) processes. Three perspectives on implementation processes are derived from the literature: an administrative, a political and a network perspective. These reflect different assumptions about the nature and control of implementation processes. The implementation of a formalized project management system in a large computing centre is analysed from these three perspectives. The analyses yield different explanations of the implementation process, and may be regarded as supplementing each other. However, the rupture of the network perspective with the conception of structure and the structure-actor relation of the two other perspectives contests traditional, normative "project organization thinking". The multi-perspective analysis indicates the potential of in-depth studies of implementation processes.

Suggested Citation

  • Borum, Finn & Christiansen, John K., 2006. "Actors and structure in IS projects: What makes implementation happen?," Scandinavian Journal of Management, Elsevier, vol. 22(3), pages 213-237, September.
    • Handle: RePEc:eee:scaman:v:22:y:2006:i:3:p:213-237
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    Cited by:

    1. Fabien Jean & Pascal Le Masson & Benoit Weil, 2014. "Convince me or commit me? Avoid the cognitive trap induced by Non-Human Actors in early stages of NPD," Post-Print hal-00976059, HAL.
    2. Bürkland, Sirle & Zachariassen, Frederik, 2014. "Developing an ERP technology: Handling incompleteness of the system," Scandinavian Journal of Management, Elsevier, vol. 30(4), pages 409-426.
    3. John K. Christiansen & Morten Wellendorf, 2021. "Exploring Opportunities with Experimental Use of Communicative Spaces to Overcome Defensive Routines and Increase Information Systems Utilization," Systemic Practice and Action Research, Springer, vol. 34(6), pages 713-750, December.

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