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Book part
Publication date: 7 May 2019

Gloria H. W. Liu and Cecil E. H. Chua

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…

Abstract

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).

Book part
Publication date: 23 April 2019

Monica Thiel

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SDG17: Partnerships for the Goals: Strengthening Implementation Through Global Cooperation
Type: Book
ISBN: 978-1-78769-315-9

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Book part
Publication date: 28 February 2017

Abstract

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Handbook of Logistics and Supply-Chain Management
Type: Book
ISBN: 978-0-8572-4563-2

Book part
Publication date: 13 November 2002

Gerald R. Ferris, Wayne A. Hochwarter, Ceasar Douglas, Fred R. Blass, Robert W. Kolodinsky and Darren C. Treadway

Social influence processes in organizations involve the demonstration of particular behavioral tactics and strategies by individuals to influence behavioral outcomes controlled by…

Abstract

Social influence processes in organizations involve the demonstration of particular behavioral tactics and strategies by individuals to influence behavioral outcomes controlled by others in ways that maximize influencer positive outcomes and minimize negative outcomes. Such processes necessarily draw from research in topic areas labeled impression management, self-presentation, interpersonal influence, and organizational politics. However, few efforts have been made to integrate this work for purposes of assessing our current knowledge base, and identifying gaps and thus areas in need of further investigation. The present paper provides a critical analysis and review of theory and research on social influence processes in the workplace, with particular emphasis on human resources systems, organized according to the What, the Where, the Who, and the How of influence. In the process, we identify neglected areas, including theory-building challenges, as well as key issues in need of empirical investigation.

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Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-0-76230-973-3

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Book part (4)
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