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Decision Support Systems
Volume 42, Issue 2, November 2006, Pages 639-655
 
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doi:10.1016/j.dss.2005.03.001    How to Cite or Link Using DOI (Opens New Window)
Copyright © 2005 Elsevier B.V. All rights reserved.

Examining the coalition dynamics affecting IS project abandonment decision-making

Gary Pana, 1, E-mail The Corresponding Author and Shan L. Panb, Corresponding Author Contact Information, E-mail The Corresponding Author

aDepartment of Accounting and Business Information Systems, Faculty of Economic and Commerce, The University of Melbourne, Parkville VIC 3010, Australia bDepartment of Information Systems, School of Computing, National University of Singapore, 3 Science Drive 2, Singapore 117543, Republic of Singapore

Available online 22 April 2005.

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Abstract

Despite recent reports that suggest growing evidence of a higher rate of information systems project success, experts have warned against complacency over the risks associated with project failure. While IS project failure has been attracting constant attention in recent years, IS project abandonment—which is a subset of the larger organizational issues of IS failure—has been largely ignored. This study aims to provide a deeper understanding of the project abandonment phenomenon. We undertook a case study of an abandoned electronic procurement project to investigate the coalition dynamics affecting project abandonment decision-making—an area that is remotely addressed in the project abandonment literature. We found that antecedent conditions, level of coping with uncertainty, level of substitutability, and level of centrality are key issues in the coalition dynamics that influence project abandonment decisions. Research and practical implications of these findings were discussed, and we concluded with a summary of the contributions of this study and a note on its limitations.

Keywords: Information systems project abandonment; Coalition dynamics; Case study approach

Article Outline

1. Introduction
2. An overview of IS project failure and abandonment
2.1. Stakeholders in IS projects
2.2. Identification of coalitions and assessment of their relative power
2.3. A theoretical lens for examining how coalition dynamics affect project abandonment decision-making
3. Research methodology
3.1. Research strategy
3.2. Data collection
3.3. Analysis of data
4. The case of E-PRO
4.1. Antecedent conditions
4.2. The development of E-PRO
5. Case findings
6. Discussion of the coalition dynamics that affected project abandonment decision-making in E-PRO
6.1. Antecedent conditions
6.2. Level of coping with uncertainty
6.3. Level of substitutability
6.4. Level of centrality
7. Implications for research and practice
8. Conclusions and limitations
8.1. Conclusions
8.2. Limitations
Appendix A. Details of the dates of the interviews, the subjects' job titles, the duration of the interviews, and whether a transcript was produced
Appendix B. Excerpts of interview topic guides
References
Vitae


Decision Support Systems
Volume 42, Issue 2, November 2006, Pages 639-655
 
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