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Dissertation Information for Mark Keil

NAME:
- Mark Keil

DEGREE:
- Ph.D.

DISCIPLINE:
- Management Information Systems

SCHOOL:
- Harvard University (USA) (1991)

ADVISORS:
- None

COMMITTEE MEMBERS:
- None

MPACT Status: Incomplete - Not_Inspected

Title: Managing MIS implementation: Identifying and removing barriers to use

Abstract: This study examines the challenges of managing an MIS implementation project, using three models for analysis that represent alternative perspectives found in the implementation literature. The research is focused on illuminating the problems of implementing systems that require mutual adaptation of technology and organization over time. The purpose of the research is twofold: (1) To gain some understanding of how an organization can successfully identify and remove barriers to use, and (2) To highlight some of the strengths and limitations of alternative analytical perspectives on implementation.

This study uses a field-based, multi-site, longitudinal, design to examine the implementation of an internally developed expert support system designed to aid sales representatives with the complex task of configuring computer systems. The research combines both factor and process-oriented approaches, and represents a blend of both quantitative and qualitative techniques. The combination of methods includes surveys, interviews, observations, and a review of archival data. The three models used to guide this research are (1) a technology acceptance model, (2) an organizational change model, and (3) a model that views implementation as organizational problem-solving.

The results of this study suggest that barriers relating to implementation infrastructure can be overshadowed by other barriers that may exist. The findings also suggest that the most frequently cited barriers to use may not be the most critical barriers and that a holistic understanding of task/technology fit is important for successful implementation. Evidence from this study indicates that an effective problem-solving process is needed to enable the organization to make critical adaptations to both the organization and the technology. If the problem-solving process is not carefully managed, the organization may not be able to remove barriers to use effectively. Finally, the data suggest that inappropriate initial scoping of the problem can create dysfunctional behavior due to path dependency and that design issues cannot be separated from implementation.

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