A case study of the process of achieving legitimation in information systems development

Journal of Information Science

Volumn 30, Issue 5, 2004, Pages 408-417

  Hussain, Zahid ^a   Taylor, Andrew ^a   Flynn, Donal ^b  

^a BRADFORD UNIVERSITY SCHOOL OF MANAGEMENT   (United Kingdom)

^b UNIVERSITY OF MANCHESTER   (United Kingdom)

Author keywords

Case studies; Information systems; Legitimation Activity Model; Legitimation process; Research methods; Stakeholders; Structuration Theory; Systems development; User acceptance

Indexed keywords

CASE STUDIES; INFORMATION SYSTEMS; LEGITIMATION PROCESS; STAKEHOLDERS; STRUCTURATION THEORY; SYSTEM DEVELOPMENT; USER ACCEPTANCE;

COMPUTER SIMULATION; DATA PROCESSING; ELECTRONIC MAIL; INTRANETS; RESEARCH; SUSTAINABLE DEVELOPMENT; SYSTEMS ENGINEERING; USER INTERFACES;

INFORMATION SCIENCE;

EID: 7044265030     PISSN: 01655515     EISSN: None     Source Type: Journal    
DOI: 10.1177/0165551504046725     Document Type: Article

References (24)

1. C. Banville, A study of legitimacy as a social dimension of organisational information systems. In: H.E. Nissen, H.K. Klein, and R. Hirschheim (eds), Information Systems Research: Contemporary Approaches and Emergent Traditions (North-Holland, Amsterdam, 1991) 107-29.
2. D. Bawden and K. Robinson, Information behaviour in nursing specialities: a case study of midwifery, Journal of Information Science 23(6) (1997) 407-21.
3. L. Brooks, Structuration theory and new technology: analysing organizationally situated computer-aided design (CAD), Journal of Information Systems 7 (1997) 133-51.
4. A.D. Brown, Managing understandings: politics, symbolism, niche marketing and the quest for legitimacy in IT implementation, Organization Studies 16(6) (1995) 951-69.
5. B. Chae, Reconceptualizing information systems as social institutions, in organizational information systems. In: M. Korpela, R. Montealegre, and A. Poulymenakou (eds), The Context of Globalization (Kluwer, Dordrecht, 2003) 85-95.
6. B. Chakravarthy and M. Gargiulo, Maintaining leadership legitimacy in the transition to new organizational forms, Journal of Management Studies 35(4) (1998) 437-56.
7. Y. Engestrom, Activity theory and individual and social transformation. In: Y. Engestrom, R. Miettinen, and R. Punamaki (eds), Perspectives on Activity Theory (Cambridge University Press, Cambridge, 1999) 19-38.
8. S. Flowers, Software Failure, Management Failure (Wiley, London, 1996).
9. A. Giddens, The Constitution of Society: Outline of the Theory Of Structuration (Polity Press, Cambridge, 1984).
10. K. Grint, P. Case, and L. Willcocks, Business process reengineering reappraised: the politics and technology of forgetting. In: W.J. Orlikowski, G. Walsham, M.R. Jones, and J.I. DeGross (eds), Information Technology and Changes in Organizational Work (Chapman & Hall, London, 1996) 39-61.
11. M. Hammersley, Reading Ethnographic Research (Longman, New York, 1990).
12. E. Korpela, Path to Notes: a networked company choosing its information systems solution. In: R. Baskerville, O. Ngwenyama, S. Smithson, and J.I. DeGross (eds), Transforming Organizations with Information Technology (North-Holland, Amsterdam, 1994) 219-42.
13. M.K.O. Lee and J. Pow, Information access behaviour and expectation of quality: two factors affecting the satisfaction of users of clinical hospital information systems, Journal of Information Science 22(3) (1996) 171-9.
14. N.B. Macintosh and R.W. Scapens, Structuration theory in management accounting, Accounting, Organizations and Society 15(5) (1990) 455-77.
15. E.H. Neilson and M.V.H. Rao, The strategy-legitimacy nexus: a thick description, Academy of Management Review 12(3) (1987) 523-33.
16. W.J. Orlikowski, The duality of technology: rethinking the concept of technology in organizations, Organization Science 3(3) (1992) 398-427.
17. K. Samiotis and A. Poulymenakou, Debriefing knowledge management interventions. In: M. Korpela, R. Montealegre, and A. Poulymenakou (eds), Organizational Information Systems in the Context of Globalization (Kluwer, Dordrecht, 2003) 73-82.
18. R. Scheepers and J. Damsgaard, Using Internet Technology within the Organisations: a Structurational Analysis of Intranets. Available at: http://iris.informatik.gu.se/conference/iris20/29.htm (accessed 23 March 2001).
19. L. Silva and J. Backhouse, Becoming part of the furniture: the institutionalization of information systems. In: A.S. Lee, J. Liebenau and J.I. DeGross (eds), Information Systems and Qualitative Research (Chapman & Hall, London, 1997) 389-414.
20. L.C. Suchman, Managing legitimacy: strategic and institutional approaches, Academy of Management Review 20(3) (1995) 571-610.
21. I. Vessey and S. Conger, Requirements specification: learning object, process, and data methodologies, Communications of the ACM 37(5) (1994) 102-13.
22. G. Walsham, Interpreting Information Systems in Organisations (John Wiley, Chichester, 1993).
23. G. Walsham, Interpretive case studies in IS research: nature and method, European Journal of Information Systems 3 (1995) 74-81.
24. G. Walsham and C.K. Han, Structuration Theory and Information Systems Research, Management Studies research paper 11/90 (Cambridge University Engineering Department, 1990).