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Power and Enterprise System Implementation: An Analysis using Clegg's Circuits-of-Power

Citation

Marshall, PH and Grainger, N and McKay, J, Power and Enterprise System Implementation: An Analysis using Clegg's Circuits-of-Power, Proceedings of Pre-ICIS Workshop on ES Research 2010, 11/12/2010, Saint Louis, Missouri, pp. 1-25. ISBN 978-0-9871035-0-5 (2010) [Refereed Conference Paper]


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Copyright 2010 the Authors

Abstract

Recently, Marshall (2006) pointed out that the project management literature was largely silent on issues of organisational power, and further, indicated that where it did appear, power was treated as an aberration or as a negative and damaging phenomenon that needed to be eliminated so that the rational progress of the project could be restored. As part of an answer to Marshall's (2006) implied criticism of the literature, this paper gives a social and political analysis of the power relations in an ES project. The analysis utilises Clegg's Circuits of Power model has a theoretical leans. The interpretive case study presented seeks to explore the power relations in ES projects and to enrich the understanding of both theoreticians and practitioners regarding this phenomenon. The study finds that the careful use of facilitative power and the building of dispositional power in the circuits of social and systemic integration are both necessary for the effective use of causal or coercive power.

Item Details

Item Type:Refereed Conference Paper
Research Division:Information and Computing Sciences
Research Group:Information Systems
Research Field:Information Systems Management
Objective Division:Economic Framework
Objective Group:Management and Productivity
Objective Field:Technological and Organisational Innovation
Author:Marshall, PH (Professor Peter Marshall)
ID Code:77437
Year Published:2010
Deposited By:Computing and Information Systems
Deposited On:2012-04-16
Last Modified:2014-11-06
Downloads:1 View Download Statistics

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