Norbjerg et al. (2016) The Use of Organizational Influence Processes in IT Implementation


Research has shown that information technology (IT) implementation is a complex and challenging undertaking with a low probability of success and a high probability of cost escalation and failure. It is a major source of strategic management concern as it entails enterprise-wide change initiatives that affect all aspects of the organization. In this paper we discuss how two implementation teams designed and deployed organizational influence processes (OIPs) to overcome implementation barriers and smooth the way to success. Using empirical evidence from 18 cases of design and enactment of organizational influence processes, we discuss key principles of their effective design and use, as well as problems to avoid. A key finding of this research is that when OIPs are carefully crafted and enacted they offer an effective strategy for successfully managing difficult IT implementations. Our analysis offers IT managers advice on creating organizational influence processes that can contribute to more effective IT change initiatives.

Citation Jacob Norbjerg, Peter A. Nielsen, Ojelanki K. Ngwenyama (2016). The Use of Organizational Influence Processes in IT Implementation. JSIS, 1–31. PDF

BibTex entry for this article:

BibTex entry for this article:

author = {Norbjerg, Jacob and Nielsen, Peter A. and Ngwenyama, Ojelanki K.},
journal = {JSIS},
pages = {1--31},
title = {{The Use of Organizational Influence Processes in IT Implementation}},
year = {2016}

Key ideas



INF6001W, IT implementation, case study, organizational influence processes