Applying “Business Case” Construct Using the “Diffusion of Innovations” Theory Framework: Empirical Case Study in the Higher Education

Part of the Integrated Series in Information Systems book series (ISIS, volume 28)


Real-world cases have highlighted the need for better understanding of the process by which risk-averse organizations introduce new enterprise systems. There is a particular need to focus on the “business case document” which comprehensively outlines the pros and cons of adopting the new system. This chapter describes the complex innovation and diffusion process of enterprise systems as not described before. It asks questions about how information on a new system is communicated to potential stakeholders. Taking the specific case of a large public sector university, it examines all the processes involved in evaluating whether a new ­system is right for an organization and convincing both end-users and upper management to approve the change. Accordingly, any document that drives this change must be as credible as possible. And so, this paper looks at the possible sources of credibility for both the document and the sponsor who writes it.


Business case Diffusion of Innovations Financial management ­information systems executive sponsor upper management perceived attributes of the innovation 



Business Case, Diffusion of Innovations


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© Springer Science+Business Media, LLC 2012

Authors and Affiliations

  1. 1.Department of Accounting, Bang College of BusinessKazakhstan Institute of Management, Economics and Strategic Research (KIMEP)AlmatyKazakhstan

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