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Large-scale computer implementations and systemic organizational change

Cogan, Richard Brian
http://rave.ohiolink.edu/etdc/view?acc_num=case1054672515

Abstract Details

2003, Doctor of Philosophy, Case Western Reserve University, Organizational Behavior.
This dissertation is based upon the implementation of a manufacturing resource planning (MRP II) system in three divisions of a Fortune 100 company. A multiple-case study methodology with an embedded design is used to examine factors that either facilitate or impede the integration of the computer system into the organization. Key actors in the implementation process are described, with emphasis on the roles of the gatekeeper, champion, sponsor, and boundary spanner or organization development practitioner. The gatekeeper's responsibilities for introducing the technology into the organization are noted. The sponsor is described as an executive who provides resources for the project and helps overcome obstacles to the implementation. The champion is typically a charismatic project leader who garners commitment for the project. A political stage model is presented to show the interrelationships of the gatekeeper's, champion's and sponsor's roles in the initial stages of the implementation process. Reasons for individual and managerial resistance to new automated systems are explored. Cross-functional conflict is documented and reasons to explain it are investigated. Implementation team structures are examined in terms of appropriate membership and their utility for the implementation. The roles that key actors can play in mitigating conflict are described. The pervasive impact of large-scale computer systems on organizational functioning is examined. Multiple levels of interdependency are discussed and the need for new operational philosophies and disciplines is explored. This study concludes that the probability of successful computer implementation increases when strong executive sponsorship is present and a champion leads the implementation efforts. Implications for the roles of the champion, sponsor and organization development practitioner are discussed.
William Pasmore (Advisor)
464 p.
Large-scale computer implementations systemic organizational change

Recommended Citations

Citations

  • Cogan, R. B. (2003). Large-scale computer implementations and systemic organizational change [Doctoral dissertation, Case Western Reserve University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=case1054672515

    APA Style (7th edition)

  • Cogan, Richard. Large-scale computer implementations and systemic organizational change. 2003. Case Western Reserve University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=case1054672515.

    MLA Style (8th edition)

  • Cogan, Richard. "Large-scale computer implementations and systemic organizational change." Doctoral dissertation, Case Western Reserve University, 2003. http://rave.ohiolink.edu/etdc/view?acc_num=case1054672515

    Chicago Manual of Style (17th edition)

case1054672515
640
© 2003, all rights reserved.
This open access ETD is published by Case Western Reserve University School of Graduate Studies and OhioLINK.