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Identifying the causes of resistance to IS implementation: A change theory perspective

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Abstract

The major deterrents to successful IS (Information System) implementation include both technical and organizational issues. However, it is widely recognized that the more serious dimension of this problem is essentially behavioral in nature. This is because the introduction of any IS causes change in the organization; i.e to individuals, responsibilities, socio-political structure, etc. The purpose of this research effort is to investigate the relationship between organizational change and IS implementation. Towards this end, organizational change theories serve as the basis for assessing the causes of resistance to IS implementation.

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    Ravindra Krovi is a Lecturer of Management Information Systems at Memphis State University. He is currently working on his PhD. thesis in adaptive systems design for negotiation systems. He received the M.S. degree in Mathematics with concentrations in Computer Science and Statistics from Memphis State University of Baroda, India in 1986. He has presented papers at conference such as HICSS, IEEE, and DSI. His research interests include developing computational models of human behavior based on decision analysis and cognition theories; automated support for systems analysis and design; and the impact of information technology on organizations.

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    Copyright © 1993 Published by Elsevier B.V.