Information systems and organizational change

By Albert Boonstra. 2002

321 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/e7575bf5bda8dae107f1c054b404d3571b94a2c7

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Citations in the corpus

Crisis in the IS Field? A Critical Reflection on the State of the Discipline (2003, background): “(13)Ormerod (1996) for example, called for “the synergistic combination of consulting and academic research in IS”.”
A Multi-Project Model of Key Factors Affecting Organizational Benefits from Enterprise Systems (2010, unknown): “(2000) 28, Scheer and Haberman (2000) 15, Keller and Teufel (1998) 14, Dalal et al.”
The Cloud Adoption Toolkit: supporting cloud adoption decisions in the enterprise (2010, background): “Furthermore, IT provision is profoundly affected by political considerations [16, 17].”
A Multilevel Model of Resistance to Information Technology Implementation (2005, background): “Early researchers who studied information technology implementation recognized resistance as a critical variable (Keen 1981).”
Investigating user resistance to information systems implementation: a status quo bias perspective (2009, background): “Analogous to net benefits in status quo bias theory, previous research suggests net inequity (Joshi 1991, Lapointe and Rivard 2005), greater costs than benefits (Keen 1981; Markus 1983), or negative outcome expectations (Martinko et al 1996) as reasons for user resistance.”
Understanding the Factors Affecting the Organizational Adoption of Big Data (2018, background): “Many studies have noted that executives ’ attitudes toward the technology innovation have a strong influence on the information technology adoption decision (e.g., [20, 37]).”
User resistance and strategies for promoting acceptance across system types (2000, background): “One key factor to which many implementation problems have been attributed is users' resistance to change [20].”
Current directions in IS security research: towards socio‐organizational perspectives (2001, background): “Most of the planned change literature falls into this category and prominent among these are the implementation (Lucas, 1981; Alter, 1992), counterimple-mentation and counter-counterimplementation strategies (Bardach, 1977; Keen, 1981).”
A review of studies on expert estimation of software development effort (2004, background): “However, applying common sense and the results described in the human judgment studies (Cosier and Rose, 1977; Keen, 1981; Buehler et al., 1997), where conflicting goals were reported to reduce the realism of the estimates, we believe that the evidence against mixing the goals of ''bid'', ''planned…”