The literature reports inconsistent findings for the effect of management support on the successful implementation of information systems innovations. This study proposes a contingent model that begins to explain this variance in the extant research findings. Conducting a meta-analysis of the IS implementation literature, we show, as hypothesized, that task interdependence moderates the effect of management support on implementation success and that there is no main effect of management support on implementation success. The implications for theory and practice are discussed.
['Rajeev Sharma', 'Philip Yetton']
THE CONTINGENT EFFECTS OF MANAGEMENT SUPPORT AND TASK INTERDEPENDENCE ON SUCCESSFUL IS IMPLEMENTATION: A META-ANALYSIS