CREATING A CULTURE FOR INFORMATION SYSTEMS SUCCESS

Issues related to organizational context appear frequently in discussions of information systems success. The statement that the information system did not fit the behavioral context of an organization is often part of the explanation of why a particular information system encountered unanticipated resistance from employees and never met expectations. While this context has been intensively studied, we still lack evidence on how this organizational context affects the success of an information system from a managerial action perspective. This type of managerial involvement is often neglected to the extent that it becomes an obstacle to organizational performance. The objective of this book is to assist managers in creating a cultural environment within their organizations that leads to successful implementation of their information systems. The book defines the behavioral context of an organization and demonstrates how, through the leadership of managers and executives, the success of an information system can be achieved. Guidelines for managers will be provided which address how to create this organizational context, measure it, and insure the success of the information system used within it. Once this process is implemented, it becomes apparent to employees within the organization what constitutes a successful information system and how it can be assessed. This phenomenon, which is referred to as a System Behavioral Success Model, represents how managerial actions drive and shape the perception of an information system; and how behavior influences the success of the technical system amidst a complex structure of organizational change.