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Transformational Process of the Implementation of an Information System Dispositive in an Organization: The Role of Power and Interests from an Institutional Perspective

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ICT for an Inclusive World

Part of the book series: Lecture Notes in Information Systems and Organisation ((LNISO,volume 35))

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Abstract

This paper addresses the role of power and interests in implementing a new Information System (IS) in an organization. It examines how responses to external pressures and expectations can be led by powerful agents that can use resources, and their membership to relevant social and institutional groupings in order to generate a transformational process in their organization. To study these interactions, the paper adopts the Institutional Theory and more specifically the circuits of power introduced by Backhouse et al. [1]. Based on a case study of the implementation of an integrated IS in a private University in Lebanon, this paper portrays how the implementation of such dispositive results from the interactions of power among the different actors and stakeholders involved. The case study also shows how the different interests and objectives of actors and stakeholders were influenced by exogenous contingencies and institutional forces. It shows how IS can become a dispositive of power that can replace the chain of command and organizational structure authority. Finally, this paper discusses theoretical and practical implications for the future development of these results.

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Author information

Authors and Affiliations

  1. Université Paris Nanterre, Nanterre, France

    Antoine Harfouche

  2. Université Saint Joseph, Beyrouth, Lebanon

    Jamil Arida & Georges Aoun

Authors
  1. Antoine Harfouche
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  2. Jamil Arida
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  3. Georges Aoun
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Corresponding author

Correspondence to Antoine Harfouche .

Editor information

Editors and Affiliations

  1. Department of Computer Science, Sultan Qaboos University, Muscat, Oman

    Youcef Baghdadi

  2. Business Department, University Paris Nanterre, Nanterre, France

    Antoine Harfouche

  3. Department of Economics and Business Science, University of Cagliari, Cagliari, Italy

    Marta Musso

Appendices

Appendix A: Interview Guide

Interview’s objective/Presentation of research to stakeholders

Understanding the meaning of IS implementation project for key decision makers (Top Management/Rectorate, Deans, Directors (ex: financial, HR …), IT department …) at a Lebanese Private University and how it was implemented, how far and with which effects on the Organization’s management.

QUESTION 1. Each unit (faculty) has its own distinctive strategy, aim, cultural that can have impact on the IS implementation. What do you think is the specificity of your unit (faculté)?

Theme 1: Your experience in the process of IS implementation

QUESTION 2. At the time of the introduction of a system integrator IS, in which of your responsibilities you had the occasion to address issues relevant to the IS implementation?

QUESTION 2 Up Question: in which position? When? Which project? Which internal political context? Which interlocutors?

QUESTION 2 Up Question: In which areas: finance, RH, program, administrative tasks …?

QUESTION 3 How do you define an integrated IS?

QUESTION 4 What was the result? What are the effects (negative, positive) of this project for the University: from an economic point of view, from strategic, organizational, and political points of view (such as functioning of institutions and relations between them and with the rectorate)?

QUESTION 5 What were/are the progress indicators of the IS implementation from the institutional point of view? What were/are the most relevant to you? Why?

Theme 2: the different actors of the process

QUESTION 6 Why the IS project has become strategic at the University level? Iin your unit?

QUESTION 7 At that time, what made this project important? New strategies/management? When? By whom?

QUESTION 8 Who financed?

QUESTION 8A Up question: It seems that it was a project supported by the rectorate, was it imposed from outside? Was there any specific commitment from the University? What was this commitment?

QUESTION 9 What was the influence of the “Recteur” in this process? When? Why?

QUESTION 9A Have you felt a kind of control from the rectorate? When and why did they do? How do you think it has been felt by your institution actors (prof, employees, students…)? How did they react?

QUESTION 10 Did you ask for any help from experts? Have they become important/influential? (Did they contribute to compromise)?

QUESTION 11 What was the role of the different actors in the process of IS implementation?

QUESTION 11A Up question: Have your team followed up the project? How? What were their effects on the process?

QUESTION 12 Y - Was there any compromise between the actors? Entities? Between the Rector and the faculties? Between IT and faculties?

QUESTION 13 At what level compromises were made in the areas targeted by the new IS? On what topics? When? Between whom?

QUESTION 13A Did you feel that there was failed compromise? When? Why? Between whom?

QUESTION 13B Did you make any compromises? Refused compromise? When? Why? With whom?

QUESTION 14 From a technological point of view, where the choice of material and technique was made? By whom?

Theme 3: The effects on the strategic, organizational, and administrative part

QUESTION 15 Ask questions about the centralization decentralization and its relationship with the project

QUESTION 16 Do you think that the places of power changed? In the context of this project, did you go in other places, meet other people? Who? Why? When? When did it change? Why? What were the consequences?

QUESTION 18 There are several stages of implementation of IS, what stage can the University reach, and why?

Appendix B: Interviewees

Position

Role

Interview method

Dean of the Business and Management Faculty

– Member of the University Council

– Member of the University Board

– President of the University Council for Strategic thinking

– Face-to-face interview

– e-mail,

– Telephone interview

Dean of the Engineering School

– Member of the University Council for strategic thinking

– Member of the University Council

– Member of the University Board

Face-to-face interview

Dean of the Dental School

– Member of the University Council

– Member of the University Board

Face-to-face interview

Vice-rector for administrative affairs

– Member of the University Council

– Member of the University Board

– Founder of the “Technology Committee” that was transformed later to the “Steering Committee”

Face-to-face interview

Dean of human sciences faculty

– Member of the University Council

– Member of the University Board

Face-to-face interview

Director of the IS Department

– Designer of the integrated system

– Member of the “Technology Committee” and the “Steering Committee”

Face-to-face interview

Campus administrator

Director of a pilot campus

Face-to-face interview

Appendix C: Analyzed Documents

Documents

Minutes of the “Technology Committee” that was transformed later to the “Steering Committee”

Strategic Plan

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Harfouche, A., Arida, J., Aoun, G. (2020). Transformational Process of the Implementation of an Information System Dispositive in an Organization: The Role of Power and Interests from an Institutional Perspective. In: Baghdadi, Y., Harfouche, A., Musso, M. (eds) ICT for an Inclusive World. Lecture Notes in Information Systems and Organisation, vol 35. Springer, Cham. https://doi.org/10.1007/978-3-030-34269-2_31

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