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Organizational Culture and Information Systems Implementation: A Structuration Theory Perspective

Wanyama G. Indeje
Shanghai University of Finance and Economics, China
Qin Zheng
Shanghai University of Finance and Economics, China


Abstract
The structure and culture of an organization does affect implementation of projects. In this paper we try to identify organizational factors that could affect the implementation efforts of an Integrated Financial Management Information System (IFMIS). The information system in question has taken overtly a long time and it’s not complete yet. We set out to find out whether organizational issues are at play in this particular project. The project under study is a large-scale integrated information system which aims at strengthening and further developing Financial Management Information in the wider public service in Kenya. We borrow concepts from Structuration Theory as applied in sociology to understand the organizational perspective in the project. We use the theory to help explain some of the meanings, norms and issues of power experienced during the implementation of the IFMIS. Without ruling out problems of technological nature, the findings suggest that many of the problems in the IFMIS implementation may be attributed to organizational factors, and that certain issues are related to the existing organization culture within government.

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Reference:Indeje W.G., Zheng Q. (2010). "Organizational Culture and Information Systems Implementation: A Structuration Theory Perspective," . Sprouts: Working Papers on Information Systems, 10(27). http://sprouts.aisnet.org/10-27
Keywords:Organizational Culture, IFMIS, Structuration Theory, Systems implementation
Item Type:Article - Volume 10 Article 27 (2010)
Language:English
Email: Wanyama G. Indeje (windeje@yahoo.com)
Qin Zheng (qingzheng@mail.shufe.edu.cn)

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