Information Systems Implementation Failure: Insights from Prism

International Journal of Information Management, (28:4), 2008, pp. 259-269

Posted: 21 Apr 2013

See all articles by Gary Pan

Gary Pan

Singapore Management University - School of Accountancy

Ray Hackney

Brunel University London

Shan Pan

National University of Singapore (NUS)

Date Written: December 20, 2008

Abstract

This paper develops a theoretical framework and empirical formulation for describing and analyzing the information systems (IS) implementation process. Here, the sequential mapping of project events is integrated with the ‘Exchange Relations’ model of IS failure that identifies evolving recursive interactions. Three major IS implementation components are considered: the project organization, the information system and its supporters. Our model, referred to as process recursive interactive systems model (PRISM), demonstrates antecedent conditions, critical events and outcomes over the course of an IS implementation project lifecycle. It acts as a theoretical lens to make sense of the process where analysts may utilize PRISM in post-mortem analyses to diagnose the issues surrounding IS development and devise useful management strategies for any future system implementation. PRISM is formulated and illustrated within a structured case study of implementing an enterprise resource planning system (ERP) project. The contribution of the research is to enable formal analysis of critical incidents and their relations between preceding events and consequences which provide insights into potential project success or failure. It is believed that the findings will be of benefit to both academics and practitioners engaged in the complexities of ERP implementation.

Keywords: IS implementation, ERP, Failure, Process, Structured case analysis

JEL Classification: M40

Suggested Citation

Pan, Gary and Hackney, Ray and Pan, Shan, Information Systems Implementation Failure: Insights from Prism (December 20, 2008). International Journal of Information Management, (28:4), 2008, pp. 259-269. Available at SSRN: https://ssrn.com/abstract=2254201

Gary Pan (Contact Author)

Singapore Management University - School of Accountancy ( email )

60 Stamford Road
Singapore 178900
Singapore

Ray Hackney

Brunel University London ( email )

Kingston Lane
Uxbridge, Middlesex UB8 3PH
United Kingdom

Shan Pan

National University of Singapore (NUS) ( email )

Bukit Timah Road 469 G
Singapore, 117591
Singapore

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