organizational leaders are not supportive, involved, or committed to such an implementation (Teo & Ang, 2001). A benefit exists for organizations to use system implementers who are familiar with the system implementation process 1999). Business use metrics that indicate IT system implementation success (Freedman, 2003). Time and budget are metrics used during system implementation (Taylor-Cummings, 1998), but these metrics fail to capture other quantifiable metrics available during system implementation. Aligning IT system changes, the organization changes, and the social group processes during IT system implementation enables a business strategy (Ward & Peppard, 2002). Yet the metrics upon which the system implementation experts are measured are on-time system delivery and within-budget installation (Taylor-Cummings, 1998), both of which indicate system implementation success (Freedman, 2003). Research has supported including end users throughout the IT system implementation process (David et al., 2002; Freedman, 2003; Martinko et al., 1996; Sabherwal et al., 2006; Sharma & Yetton, 2003), yet end user involvement is not captured through on-time system delivery and within-budget installation metrics. Other hurdles exist for IT system implementers, including incorrect job perceptions or job idealizations that result in misaligned organization changes from misaligned interactions between users and system implementers (Lyytinen & Hirschheim, 1987). Strategic IT use involves aligning continued IT use with the business (Ward & Peppard, 2002). Metrics such as on-time system delivery and within-budget installation marginalize concerns such as individual acceptance issues and training during system
organizational leaders are not supportive, involved, or committed to such an implementation (Teo & Ang, 2001). A benefit exists for organizations to use system implementers who are familiar with the system implementation process 1999). Business use metrics that indicate IT system implementation success (Freedman, 2003). Time and budget are metrics used during system implementation (Taylor-Cummings, 1998), but these metrics fail to capture other quantifiable metrics available during system implementation. Aligning IT system changes, the organization changes, and the social group processes during IT system implementation enables a business strategy (Ward & Peppard, 2002). Yet the metrics upon which the system implementation experts are measured are on-time system delivery and within-budget installation (Taylor-Cummings, 1998), both of which indicate system implementation success (Freedman, 2003). Research has supported including end users throughout the IT system implementation process (David et al., 2002; Freedman, 2003; Martinko et al., 1996; Sabherwal et al., 2006; Sharma & Yetton, 2003), yet end user involvement is not captured through on-time system delivery and within-budget installation metrics. Other hurdles exist for IT system implementers, including incorrect job perceptions or job idealizations that result in misaligned organization changes from misaligned interactions between users and system implementers (Lyytinen & Hirschheim, 1987). Strategic IT use involves aligning continued IT use with the business (Ward & Peppard, 2002). Metrics such as on-time system delivery and within-budget installation marginalize concerns such as individual acceptance issues and training during system
20110126_0915_Proposal_Organizational_Intervention_Effectiveness.docx