Home > Research > Publications & Outputs > Stakeholder saliency dynamics in strategic ICT ...
View graph of relations

Stakeholder saliency dynamics in strategic ICT projects

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSNConference contribution/Paperpeer-review

Published
Publication date1/12/2013
Host publication19th Americas Conference on Information Systems, AMCIS 2013 - Hyperconnected World: Anything, Anywhere, Anytime
Pages3056-3065
Number of pages10
<mark>Original language</mark>English
Event19th Americas Conference on Information Systems, AMCIS 2013 - Chicago, IL, United States
Duration: 15/08/201317/08/2013

Conference

Conference19th Americas Conference on Information Systems, AMCIS 2013
Country/TerritoryUnited States
CityChicago, IL
Period15/08/1317/08/13

Publication series

Name19th Americas Conference on Information Systems, AMCIS 2013 - Hyperconnected World: Anything, Anywhere, Anytime
Volume4

Conference

Conference19th Americas Conference on Information Systems, AMCIS 2013
Country/TerritoryUnited States
CityChicago, IL
Period15/08/1317/08/13

Abstract

This study seeks to explain how stakeholders' dynamics influence Information and Communication Technology (ICT) strategic projects implementation in Saudi Arabian public hospitals. Stakeholder theory, mainly the identification framework of Mitchell, Agle, and Wood, is used to identify stakeholders' saliency throughout the project events. However, stakeholder theory is static and do not help in tracking dynamics, i.e. how saliency is gained and lost through the events, and hence interpreting the influence. Therefore, this research challenges this staticity by instrumentally using appreciative systems concepts of Vickers and the later operationalized model developed by Checkland and Casar. Appreciative systems might help in tracking dynamics and interpreting their influence on ICT strategic project reality. Results show that stakeholder saliency dynamics reside in continual appreciative processes. Such dynamics directly exert an influence on the ICT project, which is strategic, i.e. significant changes to direction, emphasis and resources. Theoretical insights from this study have also practical implications.