The Impact of Salient Cultural Practices on the Outcome of IS Implementation

Abstract

Some information system (IS) studies have adopted organisational culture (OC) theory to investigate IS implementations. The studies highlight that members will reach consensus or agreement in the use of an IS but also experience inevitable tensions and ambiguities in the utilization of the IS. However, literature related to IS implementation/OC has rarely examined the influence that the saliency of specific cultural practices may have on the success or failure of IS implementations. Using a case study approach, we adopted the "soft positivism" research philosophy to collect data, underpinned by Martin's (1992) integration and differentiation perspectives of OC to study the organisational implementation of an IS. These perspectives served as interpretive lenses through which to explain how members' salient behaviours towards an IS evolved during the implementation process. Our study augments the IS implementation/OC literature by demonstrating how salient cultural practices influence the outcome of IS implementation.

The mediating role of innovation in the relationship between organizational culture and organizational performance in Pakistan's banking sector

“…Previous studies have supported the effects of organizational culture on organizational performance (Aktaş et al, 2011; Ali et al, 2016; Purnama, 2013; Yesil & Kaya, 2013). According to researchers, many factors can affect the overall performance of an organization, such as employee commitment (Franco & Suguna, 2017); organizational commitment (Macedo et al, 2016); job satisfaction (Latif et al, 2013; Wood et al, 2012); innovation (Ruiz‐Jiménez & del Mar Fuentes‐Fuentes, 2013); organizational learning (Jiménez‐Jiménez & Sanz‐Valle, 2011); and organizational culture (Abubakre et al, 2014; Givens, 2012; Siam & Hilman, 2014). In these studies, organizational culture has a positive effect on organizational performance.…”

Explores the Relationship between Organizational Culture and Organizational Performance in the Bangladeshi Microfinance Sector: Organizational Innovation is a Mediating Factor

“…Much earlier research has concentrated on the association between the culture of an organization and organizational success/performance (Acar & Acar, 2014;Kadek Suryani & Foeh, 2019). According to academics, several variables can influence the overall achievement/performance of the institutions, like as staff job satisfaction (Latif et al, 2013;) employee commitment, innovation of organization of the company (Franco & Suguna, 2017); Company acquiring procedure, and company culture (Abubakre et al, 2014;) and company commitment (Macedo et al, 2016). Organizational performance is defined as the aggregate of all business/department achievements.…”

Exploration of the Relationship between Organizational Culture and Its Performance in the Bangladeshi Microfinance Sector with Organizational Innovation as a Mediating Factor

“…According to academics, several variables can influence the overall achievement/performance of the institutions, such as staff job satisfaction (Latif et al, 2013), employee commitment, and organizational innovation of the company (Franco & Suguna, 2017). Company acquiring procedure, company culture (Abubakre et al, 2014), and company commitment (Macedo et al, 2016). Organizational performance (OP) is defined as the aggregate of all business/department achievements.…”