Institutional pressures impact on IS adoption success via two success determinates  Coercive and normative pressure influence the chosen project management approach  Only mimetic but not normative pressure impacts project team competence  Formality of the project management approach influences team competence  Project management approach and team competence impact IS adoption success

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Firms change their information systems (IS) for various reasons, ranging from compliance with government regulations to the development of new capabilities. When making these changes a firm can choose between four different IS change types: IS introduction, IS extension, IS replacement, and IS merger. This paper proposes that change reasons and change types are interrelated, and that certain reason-type combinations are more likely than others to result in a successful IS change. To identify these combinations, an IS change reason-IS change type matrix is developed. While the matrix is created from prior IS research, we conducted a focus group study of IS professionals to further explore and refine the matrix. Findings from the focus group study reveal that some IS change reason-IS change type combinations are more appropriate than others to carry out the IS change project successfully. We also present three examples of IS change projects to illustrate the use and value of the matrix in practice.