The Strategic Implications of Non-Technical Stakeholder Acceptance in High Technology System Design and Implementation
The introduction of change is frequently met with resistance, especially if that change involves a re-engineering of basic work processes and the introduction of high technologies. This study examines the introduction of a complex software system to standard work processes within an organization staffed by a largely non-technical, professional workforce. A case study approach will be used to highlight high technology-driven change management and decision-making at the planning and early implementation stages.
S. Long, "The Strategic Implications of Non-Technical Stakeholder Acceptance in High Technology System Design and Implementation," Human Systems Management, vol. 29, no. 4, pp. 205-215, IOS Press, Jan 2010.
The definitive version is available at http://dx.doi.org/10.3233/HSM-2010-0716
Engineering Management and Systems Engineering
Keywords and Phrases
High Technology; Sociotechnical System Design; Strategic Planning; Technology-Driven Change Management; Case Study Approach; Change Management; Complex Software Systems; Technical Stakeholders; Work Process; Decision Making; Design; Systems Analysis
International Standard Serial Number (ISSN)
Article - Journal
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