乐胖代购免代理版

{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2024,8,20]],"date-time":"2024-08-20T07:09:14Z","timestamp":1724137754643},"reference-count":67,"publisher":"Wiley","issue":"2","license":[{"start":{"date-parts":[[2014,8,12]],"date-time":"2014-08-12T00:00:00Z","timestamp":1407801600000},"content-version":"vor","delay-in-days":0,"URL":"http:\/\/onlinelibrary.wiley.com\/termsAndConditions#vor"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["Information Systems Journal"],"published-print":{"date-parts":[[2015,3]]},"abstract":"Abstract<\/jats:title>Classic analyses of system implementations view user participation as a key element for successful implementation. However, under some conditions, avoiding user participation offers an alternative route to a successful implementation; this is advisable especially when the user network is weak and aligning user needs with the technological capabilities will take too much resource. To illustrate such situation, we analyse how a successful implementation outcome of an enterprise resource planning (ERP) system emerged in a recently established conglomeration of two previously independent universities. The ERP was used to replace several legacy student administration systems for both political and functional reasons. It was deemed successful by both project consultants and the new university's management while the users were marginalised (\u2018black boxed\u2019) and left to \u2018pick up the pieces\u2019 of an incomplete system using traditional methods such as shadow systems and work\u2010a\u2010rounds. Using a process approach and an actor\u2013network theory \u2018reading\u2019 of related socio\u2010technical events, we demonstrate how three networks of actors \u2013 management, the project team and the administrative users \u2013 collided and influenced the implementation outcome and how the management and project network established the ERP as a reliable ally while at the same time the users \u2013 while being enrolled in the network \u2013 were betrayed through marginalisation. Our analysis also suggests a useful way to conduct a \u2018follow the network\u2019 analysis explaining and accounting for the observed implementation outcome. We illustrate the benefits of using a socio\u2010technical processual analysis and show how stable actor networks must be constructed during large\u2010scale information technology change and how different actor groups perceive and influence differently the implementation outcome.<\/jats:p>","DOI":"10.1111\/isj.12044","type":"journal-article","created":{"date-parts":[[2014,8,12]],"date-time":"2014-08-12T12:04:01Z","timestamp":1407845041000},"page":"71-101","source":"Crossref","is-referenced-by-count":23,"title":["A tale of two coalitions \u2013 marginalising the users while successfully implementing an enterprise resource planning system"],"prefix":"10.1111","volume":"25","author":[{"given":"Kalle","family":"Lyytinen","sequence":"first","affiliation":[{"name":"Department of Information Systems, Weatherhead School of Management Case Western Reserve University Cleveland OH 44106 USA"}]},{"given":"Mike","family":"Newman","sequence":"additional","affiliation":[{"name":"Manchester Business School The University of Manchester Manchester M13 9PL UK"},{"name":"Turku School of Economics The University of Turku Finland"}]}],"member":"311","published-online":{"date-parts":[[2014,8,12]]},"reference":[{"key":"e_1_2_10_2_1","doi-asserted-by":"publisher","DOI":"10.1080\/02683960010008953"},{"key":"e_1_2_10_3_1","doi-asserted-by":"crossref","unstructured":"Allen D. &Kern T.(2001)Enterprise resource planning implementation\u2010 stories of power politics and resistance Proceedings of IFIP 8.2. 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