The use of domination and legitimation in information systems implementation

Abstract

In this paper, we present the results of a longitudinal case study on information systems (IS) implementation conducted in a community healthcare organization. Using structuration theory as a sensitizing framework, we highlight how the information technology (IT) Management improved their influence through gaining legitimation from other organizational stakeholders, and how the nature of this evolved over time. Our results highlight how an appropriate, sophisticated use of what Giddens refers to as the duality of structure contributed to the consolidation of the IT Manager's credibility and authority. We also report on how the IT Management had most of their actions legitimated as an integral element of their actions. The results also highlight the distributed nature of power, such that even those at the lower end of organizational hierarchy were able to influence the success or failure of IS implementation.