This paper builds on Markus and Robey's four-level framework of analyzing resistance to implementation of information systems. The four levels of analysis pertain to the user, the organizational structure, the political power and the environment. We suggest adding a complementary fifth level pertaining to the organizational culture. The paper proceeds from a definition of culture to an explanation of its dimensions, in line with the management and control approach to culture. A case study of an attempt to implement an information system is presented and the five levels of analysis are used to explain the implementation failure. In particular, failure is attributed to a clash between the cultural presumptions embedded in the system design and the actual culture of the implementing organization. The concluding section contains recommendations for practitioners and suggestions for additional research on the role of organizational culture in implementation of information systems.
|State||Published - 1993|