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Power-Based Arbitrary Decisional Actions in the Resolution of MIS Project Issues: A Project Manager's Action Research Perspective

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Abstract

As a management information systems (MIS) project manager and an action researcher, the author examined, over time, the influence on information system development (ISD) of the informal sociopolitical organizational actions. The paper reports two cases of action research findings concerning the effect on ISD project implementation processes of power-based arbitrary decisional actions in bureaucratic environments. The research focused on the relationship of such unilateral actions to the interconnected subprocesses of deliberate and conscious attempts by the ISD project members to define and resolve system implementation issues. A suggested conceptual framework for the issue-resolution processes (IRP's) and obstacle-coping processes (OCP's) is based on the author's IRP/OCP-related behavioral constructs and theoretical models dealing with soft-systems issues, especially appreciative system theory and soft-systems methodology, and innovative flexible, "complementarist" (Sinn, 1998) or pluralist problem-solving approaches.

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  1. Ancell School of Business, Western Connecticut State University, Danbury, Connecticut, 06810

    K. Gregory Jin

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Jin, K.G. Power-Based Arbitrary Decisional Actions in the Resolution of MIS Project Issues: A Project Manager's Action Research Perspective. Systemic Practice and Action Research 13, 345–390 (2000). https://doi.org/10.1023/A:1009515127715

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