Digital transformation in high-reliability organizations: A longitudinal study of the micro-foundations of failure

2023 | Journal of Strategic Information Systems | Citations: 0

Authors: Poláková - Kersten, Martina; Khanagha, Saeed; van den Hooff, Bart; Khapova, Svetlana N.

Abstract: High-reliability organizations (HROs) and their complex operating models have be ... Expand

Abstract: High-reliability organizations (HROs) and their complex operating models have been a focus of scholarly work for more than three decades. Recently, HROs have been challenged by new market pressures that require them to digitally transform in ways that affect their identity and value creation models while still maintaining high levels of security and efficiency. This longitudinal, in-depth single-case study of a major European utility company examines the role of HRO identity in digital transformation (DT), specifically in terms of tensions between innovation and trans­ formation on the one hand, and maintaining reliable operations on the other. Our findings show how tensions between HROs’ identity and key features of DT give rise to threat perceptions and self-protective behaviors by the IT workforce, that eventually may derail the transformation process. We develop a process model that highlights the sources and consequences of identity misalignment during major DT initiatives in HROs. In doing so, we extend the research on D T by highlighting the importance of bottom-up processes for DT success and failure, especially con­ cerning the IT function’s perception of organizational identity. Collapse

Topics: IT workforce digital transformation human resource management innovation management value creation

Methods: qualitative interview case study business process modeling longitudinal research survey

Information Systems implementation failure: Insights from prism

2008 | International Journal of Information Management | Citations: 14

Authors: Pan, Gary; Hackney, Ray; Pan, Shan L.

Abstract: This paper develops a theoretical framework and empirical formulation for descri ... Expand

Abstract: This paper develops a theoretical framework and empirical formulation for describing and analyzing the information systems (IS) implementation process. Here, the sequential mapping of project events is integrated with the ‘Exchange Relations’ model of IS failure that identifies evolving recursive interactions. Three major IS implementation components are considered: the project organization, the information system and its supporters. Our model, referred to as process recursive interactive systems model (PRISM), demonstrates antecedent conditions, critical events and outcomes over the course of an IS implementation project lifecycle. It acts as a theoretical lens to make sense of the process where analysts may utilize PRISM in post-mortem analyses to diagnose the issues surrounding IS development and devise useful management strategies for any future system implementation. PRISM is formulated and illustrated within a structured case study of implementing an enterprise resource planning system (ERP) project. The contribution of the research is to enable formal analysis of critical incidents and their relations between preceding events and consequences which provide insights into potential project success or failure. It is believed that the findings will be of benefit to both academics and practitioners engaged in the complexities of ERP implementation. Collapse

Topics: systems implementation enterprise resource planning Oracle database enterprise resource planning implementation IT project

Methods: qualitative interview case study theory development single case study personal interview

Theories: punctuated equilibrium theory

Why Information Systems Project Postmortems Fail: An Attribution Perspective Based on a Case Study Analysis

2003 | International Conference on Information Systems | Citations: 0

Authors: Pan, Gary; Flynn, Donal

Abstract: Information system project failure is a costly and common problem despite advanc ... Expand

Abstract: Information system project failure is a costly and common problem despite advances in development tools and technologies. In this paper, we argue that one reason for this is the failure of project postmortems to generate constructive lessons learned from previous projects for organizations to use to improve their development practices. Over time, these ineffective practices would persist in organizations which in turn eventually might become resistant to change. Worse, organizations may even learn to fail. The attribution literature provides a promising theoretical base for explaining why project postmortems fail. A case study of a project postmortem undertaken for an abandoned e-procurement system project is discussed and analyzed. The results suggested that attribution errors were influenced by conditions such as presence of self-appointed mindsets, a general persistence of a negative belief, memory decay and selective recall of project events. The research and practical implications of these findings are discussed along with prescriptions for how to minimize the problem of attribution errors during project postmortems. Collapse

Topics: IT project procurement information system IS project failure IT project management systems development

Methods: qualitative interview case study single case study triangulation field study

Theories: attribution theory