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Implementation and the Organizational Impacts of Information Systems

Author

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  • Daniel Robey

    (Department of Decision Sciences and Information Systems, Florida International University, Tamiami Trail, Miami, Florida 33199)

Abstract

A model that links the organizational effects of information systems to the process used to implement those systems calls for the identification of operating problems and opportunities, the formulation of objectives, simultaneous processes of organizational design and of system design, and implementation. This orderly approach to implementing information systems in an organization achieves planned rather than accidental impacts. Use of the model is illustrated with several recent cases.

Suggested Citation

  • Daniel Robey, 1987. "Implementation and the Organizational Impacts of Information Systems," Interfaces, INFORMS, vol. 17(3), pages 72-84, June.
    • Handle: RePEc:inm:orinte:v:17:y:1987:i:3:p:72-84
    DOI: 10.1287/inte.17.3.72
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    Citations

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    Cited by:

    1. France Bélanger & Mary Beth Watson-Manheim, 2006. "Virtual Teams and Multiple Media: Structuring Media Use to Attain Strategic Goals," Group Decision and Negotiation, Springer, vol. 15(4), pages 299-321, July.
    2. Liberatore, Matthew J. & Hatchuel, Armand & Weil, Benoit & Stylianou, Antonis C., 2000. "An organizational change perspective on the value of modeling," European Journal of Operational Research, Elsevier, vol. 125(1), pages 184-194, August.

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