Presents a preliminary framework for making sense of and managing change in organisations that have adopted information systems and e‐commerce as a core element of their business strategy. Argues that the relatively low level of organisational benefits realised by typical strategic information technology interventions over the past decade is often a product of poor adoption and implementation practices on the part of senior managers and IT practitioners, who have failed to understand the non‐linear and emergent nature of change in complex organisations. Argues that a clear understanding of the dynamics of change at the people/technology interface, and the symbiotic relationship between information systems and strategy, is a prerequisite for the successful business benefits realisation for major IT and e‐business projects. Distils lessons learned from reflections on theories‐in‐use and practice into a basic model for senior managers and IT practitioners.
MCB UP Ltd
Copyright © 2003, MCB UP Limited