SCAPEGOATING HUMANS, SCAPEGOATING TECHNOLOGIES: EXAMINING ANOTHER SIDE OF INFORMATION SYSTEM PROJECT CONTROL

A large number of information system (IS) projects are considered to be failures for not achieving the objectives set for them. One means to improve success of these projects is adequate control. While a growing body of studies have examined IS project control, researchers have given little attentio...

Full description

Saved in:
Bibliographic Details
Published inAcademy of Information and Management Sciences journal Vol. 16; no. 2; p. 31
Main Authors Fulk, H Kevin, Kwun, Obyung, Alijani, Ghasem S
Format Journal Article
LanguageEnglish
Published London Allied Business Academies 01.07.2013
Subjects
Alliances
Behavior
Case studies
Enterprise resource planning
Information systems
Researchers
Studies
United States > US
Online AccessGet full text

Cover

More Information
Summary:A large number of information system (IS) projects are considered to be failures for not achieving the objectives set for them. One means to improve success of these projects is adequate control. While a growing body of studies have examined IS project control, researchers have given little attention to two issues, project stakeholders' understanding of: 1) the roles of scapegoating in IS project control and 2) the roles of information technologies involved in IS project control. Using an interpretive case study of a series of related IS projects, this study investigated these issues. Results show that project stakeholders may exercise and interfere with IS project control by drawing upon the practice of scapegoating. Furthermore, information technologies may play multiple roles in IS project control beyond their mere use as control mechanisms. These technologies may serve as objects of scapegoating, while interfering with project stakeholders ' efforts to exercise control through the practice of scapegoating. [PUBLICATION ABSTRACT]
ISSN:1524-7252
1532-5806