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Implementation of Discrete and Integrated IT: The Role of Organisational Structure and Culture

Implementation of Discrete and Integrated IT: The Role of Organisational Structure and Culture

Colm Burns, Nola Hewitt-Dundas
Copyright: © 2010 |Volume: 1 |Issue: 2 |Pages: 16
ISSN: 1947-8305|EISSN: 1947-8313|EISBN13: 9781609604424|DOI: 10.4018/jide.2010040104
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MLA

Burns, Colm, and Nola Hewitt-Dundas. "Implementation of Discrete and Integrated IT: The Role of Organisational Structure and Culture." IJIDE vol.1, no.2 2010: pp.61-76. http://doi.org/10.4018/jide.2010040104

APA

Burns, C. & Hewitt-Dundas, N. (2010). Implementation of Discrete and Integrated IT: The Role of Organisational Structure and Culture. International Journal of Innovation in the Digital Economy (IJIDE), 1(2), 61-76. http://doi.org/10.4018/jide.2010040104

Chicago

Burns, Colm, and Nola Hewitt-Dundas. "Implementation of Discrete and Integrated IT: The Role of Organisational Structure and Culture," International Journal of Innovation in the Digital Economy (IJIDE) 1, no.2: 61-76. http://doi.org/10.4018/jide.2010040104

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Abstract

Integrated organisational IT systems, such as enterprise resource planning (ERP), supply chain management (SCM) and digital manufacturing (DM), have promised and delivered substantial performance benefits to many adopting firms. However, implementations of such systems have tended to be problematic. ERP projects, in particular, are prone to cost and time overruns, not delivering anticipated benefits and often being abandoned before completion. While research has developed around IT implementation, this has focused mainly on standalone (or discrete), as opposed to integrated, IT systems. Within this literature, organisational (i.e., structural and cultural) characteristics have been found to influence implementation success. The key aims of this research are (a) to investigate the role of organisational characteristics in determining IT implementation success; (b) to determine whether their influence differs for integrated IT and discrete IT projects; and (c) to develop specific guidelines for managers of integrated IT implementations. An in-depth comparative case study of two IT projects was conducted within a major aerospace manufacturing company.

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