Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
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TY - JOUR
T1 - Change management in inter-organizational systems for the public
AU - Sutanto, Juliana
AU - Kankanhalli, Atreyi
AU - Tay, Jun Yun
AU - Krishnamurthy, Raman
AU - Tan, Bernard C.Y.
PY - 2008
Y1 - 2008
N2 - It is recognized that change management is necessary for information technology implementation success. While there are a growing number of interorganizational systems (IOS) designed for the public, there is little study of and lack of clear guidelines on managing change related to their implementation. This research explores the phenomenon through the case study of a country-wide farecard system implemented in Singapore's public transportation system that involved several organizations and the public. Through the case analysis, we identified critical success factors (CSFs) for change management in IOS for the public and interrelated them using a causal loop diagram (CLD). These factors included refinements of existing CSFs identified from the literature as well as new CSFs from our case study. Our case analysis showed that communication through senior management and cooperation of affected organizations in the system implementation was able to overcome resistance to change in these organizations. We also found that while comprehensive publicity could initiate change in the public, a critical mass had to be built up for managing public change by coopting public opinion leaders as well. By interrelating CSFs identified in the case via a CLD, this study provides a preliminary theoretical framework for studying change management in IOS for the public and aims to guide practitioners in implementing such systems.
AB - It is recognized that change management is necessary for information technology implementation success. While there are a growing number of interorganizational systems (IOS) designed for the public, there is little study of and lack of clear guidelines on managing change related to their implementation. This research explores the phenomenon through the case study of a country-wide farecard system implemented in Singapore's public transportation system that involved several organizations and the public. Through the case analysis, we identified critical success factors (CSFs) for change management in IOS for the public and interrelated them using a causal loop diagram (CLD). These factors included refinements of existing CSFs identified from the literature as well as new CSFs from our case study. Our case analysis showed that communication through senior management and cooperation of affected organizations in the system implementation was able to overcome resistance to change in these organizations. We also found that while comprehensive publicity could initiate change in the public, a critical mass had to be built up for managing public change by coopting public opinion leaders as well. By interrelating CSFs identified in the case via a CLD, this study provides a preliminary theoretical framework for studying change management in IOS for the public and aims to guide practitioners in implementing such systems.
KW - causal loop diagram
KW - change management
KW - critical success factors
KW - IOS for the public
U2 - 10.2753/MIS0742-1222250304
DO - 10.2753/MIS0742-1222250304
M3 - Journal article
VL - 25
SP - 133
EP - 176
JO - Journal of Management Information Systems
JF - Journal of Management Information Systems
SN - 0742-1222
IS - 3
ER -