Top management support is recognized as the most critical factor for the success of large information system (IS) projects. However, getting this support is often difficult, because top management has multiple priorities and one has to compete with others to obtain such support. Political maneuvering is thus an integral and necessary part of the process of obtaining top management support. In this chapter the authors review current research on this topic and organize and synthesize our findings into a framework. The authors then propose four specific strategies which can be used to obtain top management support, including the following: (1) social capital, (2) social engagement, (3) rational persuasion, and (4) exchange strategies. While the authors argue that all four strategies should be applied, the specific circumstances in which they should be applied vary. A two-stage process is proposed that identifies the appropriate criteria for determining the most appropriate strategy. The criteria are: (1) the type of top management support needed (i.e., durable vs immediate) and (2) the level of top management-project team trust (i.e., high vs low).
Liu, G.H.W. and Chua, C.E.H. (2019), "Romancing Top Management: The Politics of Top Management Support in Large Information System Projects", Visvizi, A. and Lytras, M.D. (Ed.) Politics and Technology in the Post-Truth Era (Emerald Studies in Politics and Technology), Emerald Publishing Limited, pp. 245-258. https://doi.org/10.1108/978-1-78756-983-620191017Download as .RIS
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Copyright © 2019, Gloria H. W. Liu and Cecil E. H. Chua