This chapter critically reviews the literature on power relations in information systems implementation projects. IS projects redistribute information and power in organizations and are thus implicated in both project progress and ultimately project success. The review firstly considers the ideas of Foucault, Giddens, Clegg, Lukes, and Latour, as these are the most established and prominent theories in the major IS papers on power. This chapter argues for a consideration of a new theory of power and social influence from social psychology deemed suitable for use in IS research. The ideas of this theory have not yet been examined empirically in IS studies of power relations in IS implementations but arguably offer an important opportunity for IS researchers.

Item Type:	Research Book Chapter
Keywords:	Turner’s three-process theory of power, power, information systems
Research Division:	Information and Computing Sciences
Research Group:	Information Systems
Research Field:	Information Systems Management
Objective Division:	Information and Communication Services
Objective Group:	Other Information and Communication Services
Objective Field:	Information and Communication Services not elsewhere classified
UTAS Author:	Ye, M (Dr Michelle Ye)
UTAS Author:	Marshall, P (Professor Peter Marshall)
UTAS Author:	de Salas, K (Dr Kristy de Salas)
ID Code:	95454
Year Published:	2015
Deposited By:	Information and Communication Technology
Deposited On:	2014-10-02
Last Modified:	2017-11-13
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