A Comparison of Implementation Resistance Factors for DMSS Versus Other Information Systems

Abstract

Effective decision-making within and across organizations is of strategic importance as the global business environment becomes more complex. Business processes and their related computer based information systems (CBIS) must support integrated decision-making. While decision support systems (DSS), executive information systems (EIS), and knowledge-based systems (KBS) have been independently used to support problem solving and decision making activities, they are still not widely implemented and accepted by a broad spectrum of organizations. Identifying the reasons for the lack of widespread use, as well as integration of these technologies would enable organizations to better design and implement these support systems. Using 41 narratives, we have compared decision-making support systems (DMSS) resistance factors with those of other CBIS to better understand these factors and their impact on DMSS implementation.

Management of information systems: Insights from accounting research

“…For example, a review of 41 IT implementation cases identified six areas of resistance (user, task, development process, system and organizational) and proposed a conceptual model of the relationship between implementation resistance and success [33].…”

Les facteurs affectant l'adoption d'un système de gestion des connaissances : cas du centre régional du PNUD à Dakar

“…Les individus qui sont motivés à utiliser les TIC, c'est-à dire, qui ont la volonté d'acquérir des connaissances, éprouvent moins de résistance (Setzekorn et al 2002).…”

Knowledge-based strategies and information system technologies: preliminary findings

“…For example, The successful implementation of any IS technology can be a very complex process (e.g. [56], [57], [58], resulting in a high rate of failure (e.g. 50-70% of failure in the case of CRM, as reported by Payton and Zahay, [59] and even 80% as reported by Storey and Barnett [60].…”